EXAMPLES OF PROJECTS WE HAVE WORKED ON:
Below are some examples of projects we have worked on. The drop-down menu allows you to filter project types.
The Farmer Wellness and Wellbeing programme began in 2011 to promote the health and wellbeing of dairy farmers after both were established as direct factors that contributes to farmers’ ability to manage their farm business profitably and sustainably. The programme aims to develop systems that are able to address the health needs of the farm workforce before they limit farm performance.
Scarlatti worked with the DairyNZ and Farmer Wellness and Wellbeing Programme stakeholders to develop an evaluation framework and dashboard tool to be used for evidence-based monitoring of the physical and mental wellbeing of dairy farmers.
MĀORI DAIRY STOCKTAKE
Scarlatti is leading a project for DairyNZ to compile a database of Māori dairy farms in Aotearoa. This involves collaborating with other organisations, analysing several related databases, and conducting interviews with regional experts.
MODELLING THE MĀORI DAIRY INDSUTRY
The objective of this project is to model the current level of governance capability, productivity and number of Māori workers in the dairy industry, and how this could change in the future. Since most current estimates are based on anecdotal evidence, this work will inform future targets for DairyNZ.
Scarlatti worked with DairyNZ to draft a joint Māori dairy farming strategy with the Federation of Māori Authorities (FOMA). The strategy focuses on three key areas; improving governance capability, increasing the number of Māori working in the dairy industry, and lifting productivity.
MĀORI PERCEPTIONS SURVEY
This work for DairyNZ established a baseline of the perceptions of Māori dairy farmers and stakeholders towards the dairy industry. Interviews were carried out with three to four individuals from ten different organisations, including governors, farm managers, farm advisors and farm workers. The conclusions from this project will be used to inform DairyNZ’s Māori dairying strategy and future work in the Māori dairy sector.
AHUWHENUA YOUTH SURVEY
Scarlatti conducted the Ahuwhenua Youth Survey for DairyNZ with the aim of identifying the key characteristics of young Māori men and women within the dairy industry. It captured the background, education, future aspirations and industry perceptions of the 2012 and 2014 entrants of the Ahuwhenua Young Māori Dairy Farmer Award. The findings were used to build a profile of young Māori in the dairy industry that will inform approaches to encourage more Māori youth into the sector.
This project, for a leading animal health company, assessed the business opportunities that exist in animal health which could increase annual revenue growth by 5%. We identified several options and analysed the advantages and challenges for each. These were presented in a business case for consideration by the board.
Scarlatti is working with Waikato Innovation Park Ltd on a short project to co-ordinate and write a 5 year funding proposal for Regional Business Partner funding from NZTE and Callaghan Innovation. Over the last 5 years, Regional Business Partners “RBP “ services have been a major part of the development of the ‘‘one stop shop’’ approach in growing Waikato’s Innovation & Business Growth Hub at Waikato Innovation Park. Operating close to market as an independent honest broker, Waikato Innovation Park (WIPL) has demonstrated the ability to deliver as an effective RBP and created efficiencies, synergies and opportunities towards its vision of: Waikato is the most effective innovation and business growth region in NZ through enabling successful high growth sustainable businesses and contributing to wealth creation. The proposal clearly sets out what WIPL’s strategy is, what they will do going forward and how this will be achieved.
This project aimed to develop a supply model of graduates from six training providers in Auckland for the region’s building and infrastructure sector, which is expecting an ongoing influx of work. Scarlatti worked directly with the six providers and the Tertiary Education Commission to develop a robust supply model using reconciled data sets. Forecast supply showed that the providers and government have not been responding sufficiently to skills shortages in these sectors and strategic changes are required to address them.
Our work with BCITO aims to evaluate the value of training to the building, painting and decorating industry. Scarlatti uses a value driver tree and economic factor analysis to accomplish this. This involves defining a quantifiable measure of success in the industry (usually profitability), identifying factors that contribute to this success, and assessing the impact of training to each of these factors. The process is calibrated and influenced by the output from interviews with professionals in the industry.
Scarlatti worked with DairyNZ to develop a scorecard that measures the competency of farm teams to enable tracking of the industry target: 90% of dairy farms have fully competent teams by 2020. This required developing a definition for competency, which we defined as a function of qualification, experience and innate ability. A simulation-based approach using Scarlatti’s Inchworm tool was used to understand the relative importance of each factor and link different industry interventions with measurable outputs. The outcome of the simulation was then evaluated against the industry target by collectively assessing the workers’ competency.
Scarlatti is working with the Canterbury Development Corporation (CDC) on a project funded by Education New Zealand (ENZ) to facilitate the development of a 10 year international education strategy for the Canterbury region. As well as the strategy development process, the project includes engaging and aligning key stakeholders in the sector and developing an implementation plan with funding recommendations. Canterbury International Education Destination 2025: Strategy Leadership Accord sets out the direction for the Canterbury international education sector for the next ten years and the leadership partners who have committed to owning and supporting the delivery of the strategy. It acknowledges the sector’s commitment to grow the social, cultural and economic value of international education in Canterbury.
In 2014-15 DairyNZ, Dairy Training Limited along with project managers Scarlatti joined forces to develop and pilot ‘Cow Skills’ a new stockmanship training programme targeted at farm assistants. It was hoped that the on-farm practical training approach would appeal to a segment of farm assistants who are not being reached by traditional stockmanship training. Along with supporting the development and implementation of the pilot, Scarlatti took the lead to develop and implement an evaluation framework, the findings of which enabled stakeholders to determine the success and impact of the pilot.
Scarlatti is the project manager of a collaborative dairy industry initiative involving DairyNZ, Wintec, Primary ITO and Dairy Training Limited. This initiative aims to increase the business skills of dairy farmers through engaging a larger proportion of farmers in formal business training. The Farm Business Management Initiative is an extended project of three years duration, in which Scarlatti plays a lead role.
Scarlatti is working with DairyNZ to undertake a people and skills measurement project. This project aims to consolidate and align investments and activities associated with the measurement of how well the primary industry labour market is functioning. This includes monitoring processes to affect forecasting changes within the labour market. The task of developing a robust methodology (a ‘scorecard’) to measure progress towards specific Dairy Industry Strategy targets is a particular focus of this project.
Scarlatti is working with Dairy Training Limited (DTL) to help them develop and implement a new strategic plan. DTL is a private training establishment providing training to New Zealand dairy farmers. Our work has helped formulate a strategic plan and financial model to assist DTL in both growing and advancing new thinking around training models in the dairy industry. We have also helped DTL with systems and processes for academic evaluation and operational planning, and for a short period acted as General Manager for the business.
Scarlatti is leading a multi-partner project to assess the industry need for common data capture and sharing tool for the primary sector. The Data Locker aims to reduce the transaction costs of data-sharing for both farmers and industry organisations and puts farmers in control of their data. The study involves developing the concept and testing it with a range of industry stakeholders, including farmers, industry organisation representatives and government agencies.
Pacific Edge develops novel diagnostic technologies for the early detection and monitoring of cancer. Scarlatti has undertaken a variety of research and market validation studies for Pacific Edge relating both to its own technologies and to in-licensing opportunities.
DairyBase is a web-based software tool that enables accountants and consultants to analyse farm physical information and financial statements and provides dairy farmers with benchmark data to compare their performance. Scarlatti managed the DairyBase team on behalf of DairyNZ for a period of three years and remains involved in an advisory and support role.
In partnership with Incremental, Scarlatti has built a spreadsheet tool that is used to record the operations of McDonald’s Lime processing plants in Otorohanga and Te Kuiti. The tool is also designed with features that enable the monitoring and analysis of the plants’ economic performance. Visit the Incremental website here: www.incremental.co.nz
Scarlatti used the Inchworm tool to models the impact of training level and volume on the skill profile in the beef and sheep and horticulture sectors.
The dairy industry Inchworm has identified the need for significant improvements in the number of farmers undertaking management training to achieve national dairy industry targets. These conclusions have subsequently motivated the Farm Business Management project, also managed by Scarlatti.
Since 2006 Scarlatti has developed and maintained database, tracking and modelling tools for investments made by The ICEHOUSE (an Auckland-based start-up incubator) and its associated investors. These tools allow The ICEHOUSE to monitor its investment portfolio of start-up companies and forecast future equity values.
The Dairy Business Growth programme (DBG) was developed for three Victorian rural development programmes: WestVic, GippsDairy and Murray Dairy, in partnership with DairyTas, DairySA and Dairy Australia for the Geoffrey Gardiner Dairy Foundation Limited. The work aimed to scope a new and innovative programme to address the need for increased farm business management skills in Australian dairy farmers.
Scarlatti acted in a peer review role for a key industry and government-funded study of the future workforce needs in the primary sector. Scarlatti also provided links with the dairy industry’s previous work including our own modelling.
Scarlatti worked to conduct a market validation study to inform the commercialisation plan and targeted sales and marketing campaign for a novel dairy bioactive. This work was carried out for a New Zealand dairy processor who sought to explore the commercial options for this technology.
Photonz has developed a business selling highly purified omega-3 derivative fatty acids as a pharmaceutical for the management of heart disease. Scarlatti prepared a business plan and financial model to present Photonz to investors and to find commercial partners for its products.
The Primary Sector Group (PSG) of industry training organisations (ITOs) was an alliance of ITOs that has since some together as the Primary ITO. Scarlatti used Inchworm to conduct a complete workforce analysis of the 32 different primary sector industries represented by the then seven member ITOs. As part of this work, Scarlatti was tasked with reconciling and completing existing datasets, developing a forward-looking analysis of workforce skill requirements, identifying training synergies between different primary sectors and identifying best practice for the various activities undertaken by primary sector ITOs. This work assisted the PSG in its development of an aligned approach and identification of opportunities and barriers to eventual convergence of the ITOs.
Scarlatti has had a long association with food ingredients company Nu Fruits. We have undertaken a range of project for them including detailed financial modelling for a range of new ventures under consideration. One result has been the acquisition of a food processing operation in Brazil.
Scarlatti contributed to the feasibility study of a bioethanol in New Zealand. Scarlatti was part of a team working to evaluate the feasibility of the maize ethanol fuel business for the New Zealand market, at a time when government policy mandated the use biofuel mix within the New Zealand fuel market (this policy has since changed). The feasibility of local production to serve that market was assessed. This was a major project conducted over an eight month period.
LanzaTech have developed a proprietary platform for producing lowest-cost fuel ethanol. Scarlatti developed a financial model for the application of their technology to a plant using biomass (wood) as the primary feedstock. Scarlatti helped LanzaTech to secure grant funding from EECA to partially fund the work.
Pacific Edge develops novel diagnostic technologies for the early detection and monitoring of cancer. Scarlatti acted as project manager for the first clinical trial for the company and has provided a range of project management services for other research programmes for the company.
Scarlatti built a financial model for this Australian health food company to project future financial information under a range of possible scenarios. This analysis was used to produce an Information Memorandum that RioLife distributed to potential investors when it was seeking a significant capital injection.
Scarlatti acted as CEO of ContainerScan - a start-up subsidiary of AgResearch seeking to commercialise a novel technology to detect biosecurity threats in shipping containers. Scarlatti was asked to take over ContainerScan at a time when it was becoming apparent that the business case for this technology hadn't been adequately established. Scarlatti led a programme of engagement with the Ministry of Agriculture and Forestry to establish whether the technology could find application in New Zealand.
Genavia was a start-up bio-tech venture whose business plan featured considerable market and technical risk along with an opportunity for spectacular returns. Scarlatti developed a financial model that dealt with this uncertainty and assigned probabilities and value projections to the extensive range of potential outcomes. This allowed Genavia to communicate appropriately the potential risks and returns from its business plan to investors.
Scarlatti helped the AgITO develop a VET strategy for the agriculture industry. This involved analysing existing and future industry dynamics and recommending appropriate training strategies to ensure New Zealand's agriculture sector had access to the appropriate knowledge and skills to remain globally competitive.
Scarlatti performed a comprehensive feasibility study to investigate the potential of using advanced bio-imaging technologies to improve outcomes in the New Zealand pastoral agriculture sector. The study was conducted in association with experts from AgResearch (Crown Research Institute) and the Liggins Institute (University of Auckland)and funded by the New Zealand government's Foundation for Research, Science and Technology (FRST).