Organizational Alignment

Description

Mandate: To improve the effectiveness, alignment, and collaboration of BC’s wine grape industry organizations by assessing structures, clarifying mandates, and building coordinated capacity to better serve the entire sector.

Goal Statement: BC’s wine grape industry organizations will work under a shared strategy, aligning mandates and resources to provide efficient, transparent, and sustainable service to industry. By learning from other wine regions and coordinating with similar BC commodity groups, we will strengthen collaboration, reduce duplication and ensure equitable financial models, positioning industry to tackle shared challenges, seize opportunities, and strengthen its reputation for quality and sustainability.

Working Group Members:

Jeff Guignard, WGBC (Advisory Committee Liaison)
Felix Egerer, WIGA Representative
Kate Durisek, BCWGC Representative
Randy Bartsch, BCWA Representative
Josh Stewart, WGBC Representative
Bobby Ercego, BCGA Representative
Kellie Garcia, Cross-Commodity Project
Adrian Arts, BC Fruitgrowers Association

While our working group membership is currently full, if you are interested in joining the Working Group Community, please contact Lindsay Kelm at [email protected]. Community Members will receive early updates, be invited to provide feedback on draft ideas, and help guide the group’s direction through ongoing engagement.

Strategic Priorities

Current State

SP1: We must map the structures and operations of all BC wine grape industry organizations by conducting a comprehensive gap and overlap analysis across mandates, services, activities, governance, staffing, and funding models, identifying duplication, inefficiencies, and missed opportunities for coordination.

SP2: We must benchmark BC industry organizations against other wine regions and cross-commodity sectors to identify best practices, learn from other models, and understand how our approach compares in terms of effectiveness, efficiency, and alignment.

SP3: We must determine the opportunities for change by identifying the levers that can improve alignment, efficiency, and effectiveness; exploring different organizational models and options for doing things differently; assessing the risks and benefits associated with each option; and identifying areas where further information or analysis is needed to make informed decisions.

Future Options

Based on the outcomes and collective direction coming out of SP3:

SP4: We must clarify and align the roles and mandates of each organization by defining clear functions, responsibilities, and boundaries, identifying opportunities for shared responsibilities or coordination to reduce inefficiencies, and ensuring transparency.

SP5: We must explore collaborative governance and funding models by assessing opportunities for shared levies, coordinated administrative services, or a unified fee structure, modeling potential efficiencies and cost savings, and ensuring approaches are inclusive, sustainable, and clearly demonstrate value to members.

Collective Capacity & Industry Resilience

SP6: We must improve internal communication to strengthen alignment and collaboration, coordinate industry messaging and data sharing to provide coherent insights to growers and wineries, and establish consistent engagement processes with government and other external stakeholders to ensure transparency and responsiveness.

SP7: We must establish a sustainable path beyond the Task Force mandate by ensuring the collaboration, coordination, and structures developed – such as the Advisory Committee – continue.

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