Association Business & President Report

2024 President Report

A year ago, at our AGM in Elora, we were excited to introduce a new Executive Director whom we believed would lead our organization into the future. However, as many of you know, shortly after that, due to unforeseen circumstances, we found ourselves once again without an Executive Director. In response, the board communicated with our partners and, most importantly, engaged our senior leadership team to discuss the best course of action for the organization. Together, we agreed that it was important to pause, reassess our approach, and take the time necessary to ensure OSCIA could continue building on its past successes. We decided to put the search for a new Executive Director on hold, and instead, focus on evaluating our leadership structure and reflecting on how best to position the organization for long-term success. What quickly became apparent was the strong spirit of collaboration between the board and our senior leadership team. We were fortunate that our senior leaders stepped up, taking on additional responsibilities and workloads, to work alongside the board in this process of re-evaluation and reinvention. I would especially like to recognize Julie Henderson, our CFO, who, in addition to her role, stepped in as our Interim Executive Director. Words cannot fully express the depth of Julie’s selfless dedication to OSCIA.

So, what have we been up to over the past 12 months? A year ago, we had already made significant progress on our strategic plan. Our consulting partner, Curt Hammond, conducted interviews with board members, staff, and external partners, and led several strategic planning sessions with the board to help us identify our strengths and areas for growth. Through these discussions, it became clear that OSCIA had numerous opportunities to improve and better serve our partners, employees, and membership.

I often think of our organization as being supported by three key pillars—our program partners, employees, and membership—much like a stool. Each pillar is essential to maintaining the stability of the organization. One pillar consists of the partners we serve, including funding entities like OMAFA and AAFC, along with the farms and organizations we support through program administration. The second pillar is our dedicated employees—45 staff members, both full-time and part-time, whose hard work, talents, and networks are the backbone of what we do. In return, they rely on us to manage the organization effectively, ensuring they can support their families and thrive in a positive culture. The third pillar is our membership. Many of us are a part of this group, and our members rely on us to provide valuable learning opportunities, support local organizations, and act as a trusted partner who can leverage research dollars with practical on-farm applications.

With these three pillars in mind, I’m pleased to present our three-part strategic plan, which will guide us over the next three years. The central theme of this plan is collaboration—collaborative solutions with our funding partners, collaborative management with accountability, collaboration with local Soil and Crop organizations, and collaboration with other agricultural groups in the sector.

First Pillar: Continue Our Organizational Transition

Under Julie Henderson’s leadership and with the support of our strategic planners, our senior leaders regularly came together to collaboratively guide the organization, making key decisions as a team. This approach allowed them to tap into the collective wisdom and experience of their colleagues while effectively managing their departments with the broader goals and health of the organization in mind. After discussions, both the board and senior leadership decided to formalize this collaborative model, now known as the Leadership Council. This group will be chaired by the incoming Executive Director once hired. As part of our strategic plan, the next steps will focus on developing evaluation and accountability mechanisms between the board and the newly formed Leadership Council. Our aim is to further strengthen collaboration at OSCIA and cultivate an organizational culture that prioritizes excellence, innovation, and inclusivity—where individuals feel valued, and their contributions are recognized.

Second Pillar: Grow our Governance

Good governance is crucial for the health and sustainability of any organization. It provides both stability and, when executed properly, agility. Our approach to improving governance will take several steps. In the first year, we plan to update our constitution to ensure it aligns with current nonprofit legislation and accurately reflects our values and operating practices. We will also review board policies and the code of conduct. Alongside this, we will engage in discussions about the composition of the board to ensure OSCIA can attract and retain passionate, qualified individuals. Additionally, we will explore ways to integrate diverse perspectives from various agricultural backgrounds. Our goal is to present the outcomes of this work to delegates at our next AGM. As part of this plan, we will also invest in board training focused on governance of best practices and establishing robust accountability processes for both the organization and the board itself.

Third Pillar: Build Partnerships to Grow Ontario Agriculture

The board understands the importance of demonstrating our value to the agricultural sector and effectively communicating that value to our partners. This part of our strategic plan reflects a renewed commitment to enhancing services for our members and improving communication both within and outside the organization. The board also recognizes the potential for greater collaboration within the sector, particularly with other farm organizations, in developing programs that help us maintain our leadership in program administration. Additionally, we expect to work alongside other organizations as new versions of the Environmental Farm Plan are developed. We also acknowledge that support and engagement with our local organizations have been limited during this period of transition. As part of this strategic plan, the board has committed to creating and implementing a comprehensive member services strategy focused on member retention and recruitment, effective communication, and enhanced local support.

In conclusion, the past year has presented its challenges, but it has also served as a catalyst for growth and reflection within OSCIA. The collaboration between our board and senior leadership team has proven to be a critical strength, enabling us to navigate obstacles and position ourselves for future success. As we move forward with our three-year strategic plan, we are committed to strengthening our organizational structure, enhancing governance practices, and building valuable partnerships to further support Ontario agriculture. Through collaboration, we aim to cultivate a culture of innovation and inclusiveness, ensuring that OSCIA remains a trusted leader in the agricultural sector, well-equipped to serve our members, partners, and communities. Together, we are poised not just to survive, but to thrive in the years ahead.