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The objective of this document is to:
- set out key principles and policies informing the ways in which ONZ intends to communicate with its members
- raise issues about how ONZ best communicates via its web page to the general public
- set out a course of action for the coming year to respond to the above.
Members are the life blood of the organisation. Robust consultation processes make available a range of knowledge and information from among its members that is otherwise unavailable to the ONZ Executive. If ONZ members are going to support proposed developments, then they need to be well informed and consulted.
Key principles therefore emphasise the:
- accountability of the ONZ executive to its membership
- responsibility of ONZ members to respond to issues raised by the Executive
- consistency in the ONZ work programme, based a strategic plan which is owned by the membership and implemented by the Executive Officer.
1. All key policy and industry development documents are available on the web to ensure that members are well informed and about the ONZ's executives' work hand have the opportunity to comment and advise.
Information to go on the web (members' only section) include:
- the constitution
- strategic plans
- annual budgets
- summaries of executive minutes
- ONZ policy positions, including those structuring each portfolio
- initiatives on which the Exec. is working and the budget allocated to them
- reports on research in progress and completed, ( the latter to be posted immediately and members advised), evaluations of initiatives etc.
- conference presentations
- summaries of members' responses to key documents
- regional information and activities (supplied by regional groups)
.
2. The website is the main point of interaction between members and the Executive.
- Members will be advised by email of the posting of new information.
- The ONZ executive will specifically seek feedback on important issues.
- In response to members' feedback on important issues, the Executive will present a summary of points raised and comment upon them. The summary and commentary will also be posted on the web.
- Regional groups have a key role in supplying and regularly updating information about their regions and local activities to better inform the sector.
- As a consequence of the decision to cease publishing the Olive News and to participate in Horticulture New Zealand's publication, the ONZ section will focus on discussions of key industry issues
3. On-going maintenance and development of the website is specifically funded in the budget.
It is important that the website works well and that there is regular funding to support its development and maintenance.
4. National communication strategies are worked up in consultation with regions so that regional committees have the time and opportunities to identify courses of action that they can take to supplement and build on these national initiatives at the point of release.
1. The website is accepted as one of the main points of communication between the industry, regional groups and the general public.
It is critical that the home page presents a positive, up-to-date, and proactive image of the sector to the general public.
The executive is currently reviewing:
- the development of the site, including the incorporation of further links (such as shopping baskets)
- its policies for determining what information should remain accessible only to members.
- Confirmation of a budget for website development for this year
- Confirmation of the new webmaster
- Placing as a matter of priority on the web copies of the constitution, strategic plan and allied papers, budget, completed research reports, and summary of executive minutes as from 9 December 2005
- Seeking members' feedback on the finalised strategic plan
- Working with Friday Obanor to develop a brief statement of the key findings of peacock spot research and implications for best practice
- Looking at the availability of software that would enable regions to post their own material, rather than this being a role for the webmaster.
December 2005
At the 2006 Olives New Zealand conference the Executive was asked to develop a Complaints Procedure to inform members about how to register a complaint or a concern about Olives New Zealand procedures, it's officers or about a member or members.
If you wish to raise issues about, for example, the misuse of the Olives New Zealand Quality Seal, or want to raise a concern about the actions of any member, including any member of the Executive, please contact either the President (nick.mike@xtra.co.nz), Deputy President (mvedwards@actrix.gen.nz) or Executive Officer (alastair@olivesnz.org.nz) and detail your complaint or concern.
If your matter of concern involves any of those who hold the executive offices or positions then you should contact either of the other two office holders.
Olives New Zealand undertakes to acknowledge your expression of concern within three working days and commits itself to attempting to resolve the issue as quickly as possible and to advise you of the outcome.
February 2007
Introduction
The olive industry in New Zealand is in its initial stages of growth, and consolidation is in progress. New Zealand’s growing conditions, while similar to some regions in the Mediterranean, are unique resulting in award winning oils in international competitions. Due to our size, New Zealand olive oils will be targeted at the boutique olive oil market fetching premium prices. In order to reliably achieve this target, underpinning research is required to assist the industry with focus on the New Zealand issues, e.g. specific environments (terroir).
Aim
To build a strong scientific knowledge base that will underpin the New Zealand olive oil industry as it strives to supply the international boutique market with unique, high quality extra virgin olive oil.
Background
1. The New Zealand olive oil industry is now 20 years old.
2. The scientific data relating specifically to NZ olive oil and its production is minimal.
3. A substantial amount of overseas literature exists but it is not known whether this is applicable to NZ conditions or to the production of NZ extra virgin olive oil.
4. There is some evidence (e.g. the higher than expected levels of linolenic acid) that the composition of NZ extra virgin olive oils differs from oils produced in the Northern Hemisphere. These differences may result in market access barriers to NZ in its export of extra virgin olive oils to the world markets.
Key Outcomes
The key outcomes for the industry is for New Zealand Extra Virgin Olive Oil to become a major player in the top ten percent of the boutique extra virgin olive oil international market. Factors that will contribute to this outcome and confirm the uniqueness of the New Zealand product are:
1. Determining the factors that attribute to the elite quality from both chemical and sensory perspectives.
2. A high health content.
3. A clean and green image based on sustainable production and minimal/zero residues.
4. Assurance of a food safe product supported by the certification process.
5. Obtaining a two year shelf life from pressing through the implementation of stringent processing and storage methods.
Target Areas for Research
The key areas for research are the chemical composition of New Zealand olive oil and its flavour profile.
The factors that directly influence these are:
1. Cultivars – identification of the unique qualities of specific cultivars.
2. Maturity – the effect of harvesting olives at different states of maturity on the composition and sensory qualities of the oil.
3. Regional influences (terroir).
4. Orchard practices.
5. Pests and diseases.
6. Environmental factors e.g. frost and humidity.
7. Harvesting and postharvest handling.
8. Processing methods.
9. Storage methods.
10. Bottling/container packaging.
11. New Technologies.
Research Priority
1. Recently completed SFF (Sustainable Farming Fund-MAF) project has developed a best practice guide for growing olives. Thus, an initial focus will be to obtain an SFF project aimed at developing and implementing best practice for harvest and processing of olives including determining the optimum harvest time for NZ conditions. This will primarily involve the implementation of existing “best practice” knowledge as understood from “old world” experience (i.e. Europe).
2. In combination with this work, and increasing in emphasis over time will be NZ Olives-funded research on short-term projects identified as being key issues to production and quality of oils.
3. A FRST-funded programme (i.e. government-funded) is proposed which would commence in June 2008 and would examine the highly complex issues of determining how environmental factors effect the chemical composition and sensory characteristics of New Zealand olive oil. The success of New Zealand as an exporter of high quality extra virgin olive oil depends on programmes that build our understanding and scientific knowledge base of these properties.
February 2007
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