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Newfoundland and Labrador Organic & Ecological Sector Profile & Strategic Plan
Submitted to Department of Natural Resources
Submitted by Atlantic Canadian Organic Regional Network
March 2013
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1 Executive Summary
1.1. Sector Overview
The organic and ecological sector in Newfoundland and Labrador represents a cross-‐commodity
industry, with agricultural products ranging from vegetables, fruit and berries, greenhouse
production, poultry, wild crafting, value added products and non-‐timber forestry products.
Producers are wide-‐spread across the province, with the majority, in close proximity to regional
economic centres. The farms are characterized as small in scale, with the majority indicating
less than $15,000 in sales primarily via direct-‐marketing methods.
Organic production fits with ideological values of producers, with benefits to health, wellbeing,
and resource conservation. While there has been a decrease in the number of certified organic
farms in the province, producers still place a high importance on the value of organic
production. The major barriers to certification are cost, perceived difficulty with process, and
lack of consumer demand. Development of the certified organic production began in 1996 and
since then producers have met unique challenges in the sector with creative and self-‐reliant
solutions; they are engaged in organizations, seek training, and establish informal networks to
share their knowledge.
Support for certification, new entrants, training, infrastructure, and marketing will greatly assist
the sector to take advantage of niche marketing opportunities, expansion efforts, and increased
sales and profitability. Canadian wide trends in agricultural demographics, farm employment,
and profitability are echoed in organic operations in Newfoundland and Labrador. Advances in
the organic sector will have a beneficial effect across all in all sectors of agriculture.
1.2. Key Result Areas of Strategic Plan
Growth of the organic sector requires a robust strategic plan with achievable outcomes. This
plan focuses on five key result areas, outlining an action plan with long term goals and
outcomes for each area:
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• Government Support: Improve support for organic food production at all levels of
government and increased staff support for organic industry development.
• Awareness and Outreach: Increased consumer understanding of the term “organic”,
awareness of the value of organic products made in the province. Representation of the
organic and ecological sector in agricultural organizations provincially, regionally, and
nationally.
• Certification: Increase the number of certified organic farms in Newfoundland and
Labrador. Provide opportunities for professional training. Make organic certification
accessible across Newfoundland and Labrador
• Infrastructure: Improve access to organic inputs and government land procurement
programs.
• Sector capacity: Improve the access to training and research in organic production. Build
a network for farmers sharing knowledge
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Table of Contents 1 Executive Summary ................................................................................................................. 1
1.1. Sector Overview ............................................................................................................... 1
1.2. Key Result Areas of Strategic Plan ................................................................................... 1
2 List of Figures .......................................................................................................................... 5
3 Introduction & Background ..................................................................................................... 6
3.1 National Perspective ........................................................................................................ 6
3.2 Provincial Perspective ...................................................................................................... 6
4 Terms and Definitions ............................................................................................................. 7
4.1 Organic Certification ........................................................................................................ 7
4.2 Abbreviations Used .......................................................................................................... 8
5 Sector Profile ........................................................................................................................... 9
5.1 Introduction ..................................................................................................................... 9
5.2 Survey Methodology ........................................................................................................ 9
5.3 Characterizing the Sector ............................................................................................... 11
5.3.1 Producer Demographics 11 5.3.2 Type of Production 12 5.3.3 Employment On and Off the Farm 13 5.3.4 Involvement in Organizations 14
5.4 Market Access ................................................................................................................ 15
5.5 Scale of Production and Profitability ............................................................................. 17
5.6 Certification ................................................................................................................... 21
5.7 Meeting the Needs of the Organic Sector ..................................................................... 27
5.7.1 Government Support 27 5.7.2 Training 27 5.7.3 Infrastructure 28 5.7.4 New Entrants 29
5.8 Sector Profile Summary ................................................................................................. 31
6 Organic and Ecological Sector Strategy ................................................................................. 33
6.1 Strategy Development ................................................................................................... 33
6.2 Strategic Vision for the Organic & Ecological Sector in NL ............................................. 33
6.3 Result Areas ................................................................................................................... 34
6.3.1 Government Support 35 6.3.2 Government Support Action Plan 37 6.3.3 Awareness and Outreach 38 6.3.4 Awareness and Outreach Action Plan 39
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6.3.5 Certification 40 6.3.6 Certification Action Plan 42 6.3.7 Infrastructure 43 6.3.8 Infrastructure Action Plan 44 6.3.9 Sector Capacity 45 6.3.10 Sector Capacity Action Plan 46
6.4 Implementation and Evaluation .................................................................................... 47
6.5 Summary ........................................................................................................................ 48
7 Works Cited ........................................................................................................................... 50
Appendicies .................................................................................................................................. 51
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2 List of Figures
Figure 1 Canada Organic Logo 7
Figure 2 Respondents Grouped by Region 11
Figure 3 Off Farm Employment for Farm Operator or Another Household Member 13
Figure 4 Producer Involvement and Membership in Agricultural and Food Issue Organizations 14
Figure 5 Proportions of Sales by Venue 15
Figure 6 Distance Travelled to Access Market, Weekly 16
Figure 7 Respondents Grouped by Annual Sales, 2012 17
Figure 8 Percentage of Canadian farms with gross farm receipts less than operating expenses and equal to or greater than operating expenses, by receipts class 2006 19
Figure 9 Farm Expansion Plans for the Next 10 Years 20
Figure 10 Organic Certification and Production Methods Used by Farmers 22
Figure 11 Barriers and/or Disincentives to Pursuing Organic Certification 23
Figure 12 Producer Motives for Pursuing Organic Certification 25
Figure 13 Identified Factors to Assist Producers in Achieving Organic Certification 26
Figure 14 Major Challenges Facing New Entrants to Organic and Ecological Production 30
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3 Introduction & Background
3.1 National Perspective The demand for organic products in Canada has increased dramatically, with total annual retail
sales of certified organic products now valued at 2 billion dollars (Agrifoods and Agriculture
Canada, 2009).
Regionally, the Atlantic organic sector sales has grown to over 130 million in estimated sales
(Citation????). With the doubling of the national organic market trend during the recessionary
period, this number is bound to have significantly increased in the past five years. The Canadian
Organic Trade Association (COTA) announced it will be undertaking a new comprehensive study
of Canadian organic market and consumers, the first of its kind since the government regulated
the sector in 2009 (Canadian Organic Trade Association, 2012). This study is expected to
provide a full picture of the Canadian organic market with analysis of consumer research to
better understand of purchasing habits, attitudes towards organic and origin labels, as well as
the demographics of key consumer groups. Increasing demand is expected to continue as the
organic sector becomes more organized, trade impediments are reduced or eliminated, and
consumer confidence and demand continues to grow due to the implementation of mandatory
certification to minimum standards (Agrifoods and Agriculture Canada, 2009).
3.2 Provincial Perspective Producers in Newfoundland and Labrador have collaborated in a number of ways to promote
organic and ecological farming. In 1996, initial steps towards organic certification in the
province were supported by the Organic Crop Improvement Association (OCIA) in PEI. At the
time 7 participating vegetable and berry producers became certified organic. This level of
participation in certification was difficult to sustain without support from the province.
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4 Terms and Definitions
4.1 Organic Certification The Organic Products Regulations (OPR) came into effect under the Canadian Agricultural
Products Act in 2009. The OPR requires organic products to be certified according to the
Canadian Organic Standards (COS) if they are traded across provincial or international borders
or if they use the Canada Organic Logo pictured below:
The COS has two major components which detail the acceptable practices and the substances
permitted in organic production. These are, respectively, the Organic Production Systems -‐
General Principles and Management Standards, and the Organic Production Systems -‐
Permitted Substances Lists, which both can be found free of charge on the Public Works and
Government Services Canada website (Canadian General Standards Board (CGSB) Committee
on Organic Agriculture, 2009). The Canadian Food Inspection Agency (CFIA) sponsored the
development of the Organic Production Systems Standards by the Canada General Standards
Board’s Committee on Agriculture in consultation with the sector. Third-‐party certification
must be carried out by an accredited certifying body that is recognized by the CFIA.
“Ecological Farming” has been used to capture input from producers who incorporate a range
of sustainable farming practices who may have decided to not continue certification, are
following organic practices according to the Canadian Standard, and many of those who have
environmental sustainable practices but are unfamiliar with certification regulations.
Figure 1 Canada Organic Logo
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4.2 Abbreviations Used
ACORN – Atlantic Canadian Organic Regional Network
ACORN-‐NL – Atlantic Canadian Organic Regional Network Newfoundland and Labrador
CFIA – Canadian Food Inspection Agency
COS – Canadian Organic Standards
COTA -‐ Canadian Organic Trade Association
CSA – Community Supported Agriculture
FSN – Food Security Network of Newfoundland and Labrador
OCIA – Organic Crop Improvement Association
OFC – Organic Federation of Canada
OPR – Organic Products Regulation
OTS – Organic Transition Specialist
USC-‐Canada – Unitarian Service Council of Canada
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5 Sector Profile
5.1 Introduction This sector profile draws on the experience of primary producers who self identify as having
organic or ecological production methods. These terms are used with the intention of gathering
a broad base of input, which includes certified, transitioning, noncertified organic producers,
producers with environmentally sustainable practices, and wild craft producers.
Survey questions build directly on the report “Farming for the Future” (Dyer, 2009). This
report represented a new initiative to gather information and data specific to the organic
sector. Where possible, a comparison with this report is available, as well as context provided
by the latest statistics available from the Census of Agriculture, Statistics Canada.
5.2 Survey Methodology A survey consisting of 25 questions intended for primary producers was made available online
through “Survey Monkey”, a well established online survey platform (sample survey available in
appendix). This link was sent to producers by ACORN, ACORN-‐NL, the Department of Natural
Resources Organic Industry Development Officer, and to members of the Newfoundland and
Labrador Federation of Agriculture. The survey link was also promoted via social networks and
personal emails to contacts. Print copies of the survey were made available at the February
2013 Strategic Planning Session, with the option to submit responses in person, by fax, and by
telephone in addition to the online service.
The survey was completed by 20 respondents from across the province. The majority (85%) of
surveys were completed online, with two responses submitted on paper copy and one
completed via telephone.
All data and information collected by this survey will be maintained as confidential, and will be
presented only in an aggregated format so that individual respondents cannot be identified.
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5.3 Characterizing the Sector
5.3.1 Producer Demographics
The majority of survey respondents (63%) are located in the Avalon Peninsula-‐St. John's region.
16% respondents operate in Central and another 16% respondents indicated they are operating
in Labrador, with 5% of respondents representing the Western Region of Humber District-‐
Corner Brook.
Figure 2 Respondents Grouped by Region
A broad range of age groups, from age 25 to 80 completed this survey. Respondents were able
to select multiple age ranges in the case of co-‐ownership or management. Of 20 completed
surveys, 25 operator ages were recorded in this section. Over half (54%) of operators are
between the ages of 41 to 60. Approximately one quarter of operators are under the age of 40,
and one quarter over the age of 60. This is consistent with age of respondents in the 2009
survey, where 73% of respondents are older than 40. It also indicates that the organic sector is
following the provincial trend indicating an average age of 55 years for farmers in
Newfoundland and Labrador (Statistics Canada, 2012).
63.20%
15.80% 15.80%
5.30%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Avalon Peninsula -‐ St. John's
Central Newfoundland -‐ Grand Falls Windsor
Labrador -‐ Happy Valley Goose Bay
Humber District -‐ Corner Brook
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Respondents also represented a wide range of experience and length of time in the organic
sector. 5% indicated production starting before 1980, while 35% had begun production
between 2006 and 2010. 18% of respondents indicated that 2013 would be their first season.
Looking ahead for the next ten years, the majority of producers (56%) indicated that they are
planning to expand their business. 22% hoped to remain the same, while 22% are unsure. This
long term projection was based on a variety of factors, with half of producers (50%) citing
market demand and interest as crucial to their business planning.
5.3.2 Type of Production
Producers and processors were asked to describe their type of production, and multiple
answers were allowed. Half of respondents indicated their production type to be “market
garden” which is characterized by small acreage and a diverse range of vegetable, fruit, and
small livestock products which are sold directly to consumers. 78% of respondents indicated
that they grew vegetables, 50% indicated fruit/berries, and 44% had a greenhouse. Absent from
this profile were any producers of pork, beef, or honey, though production in these
commodities using organic methods is known to exist in the province. A follow-‐up question
indicates that a range of products are gathered by wild craft producers, which included berries,
herbs and roots, mushrooms, as well as non-‐timber forestry products such as materials for
wreath making and birch sap.
30% of respondents indicated processing as part of their operation, the majority (83%) of which
was related to berries. Processors are engaged in a variety of berry processing including fresh
handling, freezing, preserving and drying.
The type of production has an impact on how farmers access government support. By their
nature, many small diversified farms have a lower volume of sales than many infrastructure
heavy commodity farms, such as dairy, poultry, or beef.
The survey results from the ‘type of production’ questions indicate that NL’s organic and
ecological farming sector represents impressively diverse, cross-‐commodity operations that
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span the food value chain with various processing operations and producers that grow, process
and market their own food products.
5.3.3 Employment On and Off the Farm
In a typical year, respondents generally indicated the farm was run full-‐time by a single, main
operator, with a range of part-‐time, seasonal full-‐time, seasonal part-‐time, temporary, and
volunteer help.
Of the survey respondents, over half (55%) indicated that in addition to farming, they worked
an off-‐farm job, either on a full or part-‐time basis. An increasing trend toward off farm
employment in the agricultural sector is a contributing factor to maintaining the livelihood of
farms in Canada (Alasia, 2009). Other respondents indicated that someone in their household
worked off-‐farm or that they themselves received a pension, represented in the following
figure.
Figure 3 Off Farm Employment for Farm Operator or Another Household Member
Farmers are keen to share their knowledge in new ways. The majority (77.8%) of respondents
indicated that they had not previously hosted apprentices on the farm; however 71% would be
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
Operator Another household member
Num
ber of Respo
ndents
Part-‐pme
Full-‐pme
None
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interested in hosting apprentices in the future. This represents an opportunity to share
knowledge and train a new crop of farmers.
5.3.4 Involvement in Organizations
In order to gauge organic and ecological producers’ involvement in the overall agricultural
sector, and connection to existing organic resources, ACORN requested information about what
groups each producer were involved in, listing as broad a selection of agricultural and food-‐
related groups that we were aware of as being active in the province.
Figure 4 Producer Involvement and Membership in Agricultural and Food Issue Organizations
The majority of respondents were aware of ACORN and ACORN-‐NL. Producers indicated they
were also members of, or participated in, wide variety of agricultural and food related groups,
such as ACORN-‐NL (60%), ACORN (53%), NL Federation of Agriculture (33%), NL Horticultural
Producers (20%), Food Security Network (20%), or Food Education Action St. John’s (FEASt)
(13%). Also represented is “Lake Melville Agricultural Association”, an important advocacy and
farmer service group in Central Labrador.
The results of this question demonstrate that organic and ecological producers are connected,
active and involved citizens, contributing to agriculture beyond just organic groups, with over
0% 10% 20% 30% 40% 50% 60% 70%
Other
NLFA
Livestock Associapons
Horpculture Producers Council
FSN
FEASt
ACORN-‐NL
ACORN
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33% indicating membership in the NL Federation of Agriculture, in addition to serving as
members for their respective organic organizations.
5.4 Market Access Farmers are selling their products through a wide variety of markets. While 1 operation used
100% of its crop for processing, all other producers indicated a combination of direct, retail, or
wholesale clients. As demonstrated by Figure 5 the majority of respondents (82%) indicated
that they had farm gate sales, and half (50%) of the respondents estimated that the majority of
their sales were direct to consumers (through some combination of farm gate, CSA, or farmer’s
market sales). Only 10% of respondents indicated that the majority of sales were made to
supermarket or wholesale distributors.
Figure 5 Proportions of Sales by Venue
A combination of factors are likely contribute to this circumstance, particularly that larger
retailers tend to prefer certification as a consumer guarantee to sell produce labelled organic,
0
2
4
6
8
10
12
14
Num
ber of Respo
nden
ts
Less than 25%
25%
Half, 50% of sales
Majority, 75% of sales
100% of Sales
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or to justify a premium price for a non-‐certified organic product. Farmers may also have gaps in
availability or quantity in produce offered to these clients.
The majority of producers (79%) are travelling less than 100km on a weekly basis to reach their
market, buyers, or customers. In fact, 37% travel less than 50 kilometres. However, one
respondent did indicate that sales travel was in excess of 350km weekly. No doubt, this
distance significantly cuts into profit margins for producers, but luckily, distance to market
venues does not seem to be a significant factor for the majority of producers who responded to
this survey.
Figure 6 Weekly Distance Travelled to Access Market
The small distances from farm to market and the high proportion of direct sales indicate a close
connection between producer and consumer. Advantages of direct marketing can include
farmer control over pricing, building trusting and long-‐lasting customer connections–which is
greatly valued by the local food movement advocating for transparency and security. Direct
sales, however, also mean that the producer, in addition to seeding, tending, growing, and
harvesting crops, must also handle all aspects of pricing, marketing, stocking, presentation and
Less than 50 km
Approximately 50 km
Approximately 100 km
Approximately 150 km
Over 350 km
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promotion as an individual farm. The producer is selling not only their crop, but the consumer
experience of buying quality products from a local farm.
5.5 Scale of Production and Profitability The Newfoundland and Labrador organic sector is characterized as a collection of small-‐scale
operations producing a diverse range of crops. As indicated earlier in this report, many
producers farm as a side project, holding down a full-‐time job in addition to farming during the
summer season. In the 2013 sector survey, producers provided information about their annual
sales, presented in Figure 6. Results indicate that almost one third (29%) of respondents fall
into the $15,000-‐$20,000 sales range. There were very few larger operations who responded to
the survey, with only 6% of respondents reaching sales in the $30,000-‐$40,000 range, and 6%
indicating sales between $100,000 -‐ $500,000 in 2012.
Figure 7 Respondents Grouped by Annual Sales 2012
While 40% of producers indicated less than $15,000 in sales, the majority of these (56%)
indicated less than $5,000. The small-‐scale nature of this industry affects profitability and how
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
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producers access government support and funding programs. For example, the Provincial
Agrifoods Assistance Program bases eligibility on gross sales of agricultural products reported to
the Canadian Revenue Agency. The minimum threshold for the 2012-‐2013 funding year was
$15,000 in gross sales reported in at least one of the three preceding years. While
consideration is given to ‘new entrants’ having less than $15,000 in sales, there are many
organic producers who would be ineligible for provincial funding. As well, the first tier for
reported sales is $15,000-‐40,000, for the dedicated organic producers profiled in this survey,
only one would be eligible.
The ability of farm operations to cover expenses and provide a livelihood for farmers will
determine the potential for growth in this sector. Over half (53%) of respondents indicated that
their operation costs were in excess of revenue, 24% indicated a breakeven operation, while
only 24% indicated their business was profitable. This is not an unusual outcome given the
characterization of the sector as mainly small-‐scale. The following table, from a national
analysis of all farm types (Statistics Canada, 2009) shows a direct relationship between profit
margin and scale of production. The report shows that on average, operations with less than
$25,000 in receipts spent $1.68 on operating expenses for every dollar of revenue generated.
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Figure 8 Percentage of Canadian farms with gross farm receipts less than operating expenses and equal to or greater than operating expenses, by receipts class 2006
There are a number of possible factors that contribute to this situation. Farms tend to be
operated by owners, who may choose long-‐term investments in the farm through machinery
purchase, soil building, or other capital investments, instead of deriving a personal income.
Given the narrow profit margins in agriculture, an investment in capital necessarily means a
long payback period. The payback issue is particularly important for those farmers making
capital investments as they start a new operation, specialization, or make changes to their the
scale of production.
As the majority of producers surveyed have only started production since 2006, and have
indicated smaller volumes of sales, it is to be expected that a breakeven or profitability point
has not been reached for these businesses. This reality was reiterated by one producer, who
wrote in the comments section of the survey, “After 4 years, we are likely arriving at the profit-‐
stage”. The outlook for the sector is optimistic, with the majority of producers hoping to expand
their business in the long-‐term. In fact, not one producer surveyed indicated that they were
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planning to reduce their farm activities in the next ten years, nor were any planning on
discontinuing their farm operations.
Figure 9 Farm Expansion Plans for the Next 10 Years
There is a clear role for government to support producers who wish to make their farm
operation more viable. Viability at a small-‐scale is not impossible, but may require improved
efficiencies, intensive growing, or capturing a high price premium through value added
production or niche marketing. In this way, support and training for small-‐scale producers can
translate into more efficient use of resources as producers choose to scale-‐up. Supporting
access to organic inputs, machinery, processing and handling equipment, storage, and labour
would assist the sector in long-‐term growth and profitability.
0%
10%
20%
30%
40%
50%
60%
Expand Business Remain the same Uncertain All other responses
Percen
tage of R
espd
onen
ts
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5.6 Certification The ACORN 2013 Organic and Ecological sector survey specifically employed the terms
“organic” and “ecological” in order to be inclusive of a range of producers using sustainable
production methods. As described in the section 4 Terms and Definitions above, this includes
farmers who:
o Are certified organic;
o Were previously certified organic and have decided to not continue certification;
o Are following organic practices according to the Canadian Standard;
o And many who may have environmentally-‐sustainable vision for agriculture but
are not following the COS;
Producers and processors were asked a series of questions relating their sustainable farming
practices, and regarding organic certification considerations and expectations for the future. It
is noteworthy that only 5% of the respondents indicated that they are currently certified
organic. Current Census of Agriculture data shows that the number of certified organic farms
has decreased from four to one since 2006 (Statistics Canada, 2012), although there were
additional farms that identified as ‘in-‐transition’ to organic in the 2006 census. In Atlantic
Canada, PEI and NB implemented organic programs with assistance for the cost of organic
certification. These provinces showed an increase in the number of certified farms, while during
the same period NL and NS, without supports, saw a decrease.
Interestingly however, the following figure demonstrates that the majority of survey
respondents (56%) consider their farm production to be organic, but not certified. Other
respondents indicated that they were ‘environmentally sustainable’ (33%), or just breaking
ground (6%).
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Figure 10 Organic Certification and Production Methods Used by Farmers
Respondents who identified as organic, but not certified, were asked to provide further
information about their farming practices. Nearly all (94%) indicated that their farming practice
involved using organic soil inputs. Over two thirds (69%) used cover crops and mulch as well as
soil and water conversation measures. In open comment responses, participants were invited
to offer more detail, and two survey respondents indicated that they use chemical fertilizers in
production. The frequent use of organic soil inputs suggests that this is an area for further
development and support for producers interested in transitioning to more sustainable and
long-‐term soil-‐building techniques such as those prescribed in organic production.
As demonstrated in Figure 11, when asked about the most significant barrier to organic
certification. 100% of respondents indicated the cost of certification. Also among the
challenges, 73% of respondents indicated that the certification process seemed difficult.
Cerpfied organic
Organic pracpces, not cerpfied
Environmentally sustainable or ecological pracpces
Just breaking ground
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Figure 11 Barriers and/or Disincentives to Pursuing Organic Certification
Open responses indicated that producers would pursue certification if made affordable,
appropriate to their scale of production, or if there was an increase in consumer demand.
Respondent comments in the survey suggest that knowledge of the process and requirements
to obtain organic certification may not be widely understood by consumers, producers, and,
importantly that government supports were lacking or inadequate. For example one producer
says “I do not feel the consumer differentiates between certified organic and [non-‐certified]
organic claims”. Additional responses indicated that sourcing certified organic inputs,
specifically seed and certified animal feed were significant barriers to their considerations for
becoming certified organic.
In acknowledgement that survey respondents had potentially been certified organic in the past,
but had for various reasons decided to drop certification, those self-‐identified producers were
requested to share their experience and concerns that led to that decision in a series of other
questions. All respondents indicated to some degree that the cost was prohibitive:
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Cost of Cerpficapon
Access to Markets
Consumer Awareness
Difficulty in accessing inputs
Cerpficapon process seems
difficult
Other
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“The paperwork, especially extremely long detailed application and very detailed crop logs at
end of season. It would be interesting to look over today's documentation in hopes that they
would be user friendly. ( ...) Would ask for the option to complete paperwork every 2nd year if
operation is the same. Drop in visits would assure compliance.”
“With a high gross, negative net, and no other certified farms in our local, certification costs are
prohibitive.”
“Our operation has never been certified, but previous operator was certified organic. We chose
not to pursue certification because of cost. Also, it didn't seem important to our customers that
we be certified -‐-‐ however, this could change with consumer tastes at the farmers' market /
restaurant sales.”
Despite the lack of certified organic farms, the level of interest in organic certification is high,
with 69% of respondents indicating that they are interested in moving toward certification.
Figure 12 illustrates the main reasons why producers were motivated to consider certification.
The majority of these respondents identified philosophical and ethical preference (80%),
personal satisfaction (80%), health and safety (70%), and environmental and conservation
(70%) reasons. Only 20% of respondents indicated that their desire for certification was
motivated by potential price premiums for their products, suggesting that the sector is not
struggling with price or competition from other growers. The 20% figure is interesting when
compared to survey responses from 2009, where 67% indicated price premiums as an
important motivation for certification.
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Figure 12 Producer Motives for Pursuing Organic Certification
Figure 13 re-‐iterates the importance of establish an organic certification cost-‐sharing system,
with 90% indicating that a cost-‐sharing program to offset certification costs would help them
achieve their goal of becoming certified. Other supportive measures identified include: access
to organic inputs at reasonable cost (70%); financial support for apprentices (60%); as well as
local agricultural representatives that are familiar with organic production and requirements
(50%); and agricultural policies promoted organic producers and production (50%).
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Price Premium Health and/or safety
Environment and/or
conservapon
Personal sapsfacpon
Philosophical and/or ethical
Other
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Figure 13 Identified Factors to Assist Producers in Achieving Organic Certification
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Other
Organic inputs at reasonable cost
Financial support for apprenpces
Consultapon regarding cerpficapon
Assistance with cerpficapon costs
Animal feed/hay at a reasonable cost
Agriculture reps in region familiar with organic producpon
Agricultural policies that promote organic producpon
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5.7 Meeting the Needs of the Organic Sector
5.7.1 Government Support
Producers identified a number of potential avenues for government to support for their
operations, from land development, infrastructure, labour subsidies, to soil analysis. Funding
programs accessed by producers include the Provincial Agrifoods Assistance Program (PAAP),
Growing Forward, and a variety of entrepreneurial and small business programs. As discussed in
section XYZ above, farmers in the organic sector face specific challenges in accessing these
programs. Several producers desired improvements on timeliness of funding programs, citing
the length of processing time for applications and the small window of opportunity between
funding approval and the project date of completion. For small-‐scale producers, cash flow or
credit can be a limiting factor as well, and several comments suggested that consideration for
upfront funding could offset the lengthy timeframe for processing and payment. A significant
barrier was also identified regarding the need for increased organic technical assistance from
agriculture representatives and crop specialists. As these programs are the primary source of
funding for farm development, improvement in this area would have a large benefit for the
organic sector.
Many producers also indicated that support from government departments had been vital to
their success to date, noting in particular the Provincial Agriculture Assistance Program (PAAP)
and other rural and farm infrastructure supports.
5.7.2 Training
A diverse set of training needs were identified by producers in the organic sector. The most
commonly requested training was greenhouse training (81%), followed by soil building,
composting, insect management, weed control, and fruits/berries, which were each selected by
more than half (56%) of survey respondents.
Nearly all (94%) respondents indicated the medium in which they found information about
farming, processing, trends, and training opportunities was primarily through the internet,
followed books (56%). ACORN/ACORN-‐NL, with 50% of the rankings, scored the highest as a
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resource, followed closely by “other farmers” (39%), and provincial government specialists
(29%).
According to survey results, producers involved in this sector have been seeking out various
training and education opportunities, but with the exception of one, the educational
experiences were not attributed to NL-‐organized initiatives. ACORN was cited in three of the
responses as a source of information and training mostly via the ACORN conference, as well as
post-‐secondary institution’s online courses (both Dalhousie Agricultural Campus and the
University of Guelph were identified specifically). Farm visits were also ranked highly as
important training events, but comments indicated that these opportunities are infrequent,
suggesting that they were individually organized and motivated. Only 5% of respondents
indicated that they had received prior on-‐farm / apprenticeship-‐based training, suggesting that
this is an area for development in the Province of NL. Given these statistics, ACORN sees a clear
opportunity to reach more farmers with current practical knowledge through workshops,
webinars and online informational resources.
5.7.3 Infrastructure
Producers were asked to provide feedback on the types of infrastructure that would help them
with production, marketing, or distribution. By far the most prevalent response, at 40%, was
infrastructure directly and indirectly related to extending the growing season. Producers
identified that either one or all of the following would benefit their operation(s): cold storage,
refrigeration, processing/bottling, and greenhouse/increased greenhouse space. 20% suggested
they would be interested in arrangements to share marketing and/or distribution as their
production increases. Additional comments included small-‐scale machinery, access to internet
or cell service that would allow Point of Sales system to handle debit or credit card transactions,
access to land, greenhouse space, and processing facilities including one suggestion for a
bottling plant. Inference suggests that several producers may be investigating scaling-‐up into
larger volumes of sales and are interested in co-‐operative marketing and distribution
opportunities.
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The availability of suitable farmland is another major challenge facing agricultural producers
and holds special significance for organic and new entrant farmers. In particular, the loss of
arable land for vegetable and fruit production poses significant implications for food security
for the entire province, something that organic farmers are keenly aware of in the province of
NL. According to the latest census data (Statistics Canada, 2012), only 4.3% of agricultural land
in Newfoundland and Labrador is used for vegetable production, which has decreased 17%,
between 2006 and 2011. Total fruit area accounted for 6.9% of the province’s cropland in 2011,
which represents a loss of 35.3% in those same five years in fruit production area alone.
Whether this land is now idle, used for other agricultural purposes, or under development
pressure would determine appropriate solutions to recommend, but regardless, organic
producers are concerned about the loss and lack of fertile land–a precious resources in NL.
5.7.4 New Entrants
To reverse the decline of agricultural production and balance an aging farmer population,
special emphasis must be placed on supporting new entrants. As shown in Fig. #, the leading
challenges identified for new entrants in the organic sector were identified as capital (75%),
access to land (69%), financial (50%), and cost of certification (50%), with many other
considerations indicated as significant barriers as well.
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Figure 14 Major Challenges Facing New Entrants to Organic and Ecological Production
0% 10% 20% 30% 40% 50% 60% 70% 80%
Weed and/or insect control
Training
Proximity to market
Networking with other farmers
Markepng
Financial
Cost of cerpficapon
Consumer awareness
Accessing organic input
Access to land
Access to capital (equipment, mechanizapon)
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5.8 Sector Profile Summary The organic industry in NL represents a cross-‐commodity sector, with agricultural products
ranging from vegetables, fruit and berries, greenhouse production, in addition to several
livestock producers who did not participate in the survey. Producers are wide-‐spread across
the province, with the majority, however, in close proximity to regional economic centres, the
Avalon Peninsula supporting the greatest number of producers surveyed. The farms are
characterized as small in scale, with the majority indicating less than $15,000 in sales primarily
via direct-‐marketing methods.
While there has been a decrease in the number of certified organic farms in the province,
producers still place a high importance on the value of organic production. Organic production
fits with ideological values of producers, and has a value for health and environment. The major
barriers to certification are cost, perceived difficulty with process, and lack of consumer
demand.
Organic producers have met unique challenges with creative and self-‐reliant solutions; they are
engaged in organizations, seek training, and establish informal networks to share their
knowledge. There is an opportunity to draw on experienced producers, to share learning
through on farm visits and apprenticeships. Further training for farmers and associated
professional services will enhance the overall profile of the sector.
Profitability is a key issue for the long-‐term growth of the sector. Support for certification, new
entrants, training, infrastructure, and marketing will greatly assist the sector to take advantage
of niche marketing opportunities, expansion efforts and increased sales. Operations that are
currently not matching or exceeding revenue with costs could reach this point as they are able
to access funding programs, larger markets, and achieve an economy of scale for production.
Support for small farmers to increase their scale of production would be a key area for
government support. Adapting existing services and resources to the needs of organic
producer is a cost effective way to support the sector.
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Informed statistics are the basis for solid strategic planning to advance the Newfoundland and
Labrador Organic Sector. Not surprisingly, many of the results highlighted by the survey and
sector profile are directly addressed as comprehensive action items in the strategic plan.
Knowledge about the sector allows the province to meet the challenges and ensure the success
of the organic sector and agriculture in the province.
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6 Organic and Ecological Sector Strategy
Developing a strategy for the Newfoundland and Labrador Organic Sector required input from
producers, processors, and industry stakeholders across the province. This process has been
guided by the feedback from a province-‐wide survey, an in-‐person strategic planning session,
and review of a steering committee (Committee member list available in Appendix B).
6.1 Strategy Development An in-‐person planning session was hosted by ACORN in collaboration with ACORN-‐NL in
February 2013 with support of the Community Capacity Building program, Department of
Innovation, Business and Rural Development. This two-‐day facilitated session brought together
14 participants representing 10 Agrifoods operations, as well as non-‐government organizations
and industry representatives. Participants completed a strengths, weakness, opportunities, and
threats (SWOT) analysis and prioritized issues into five key result areas. Further refinement of
the goals and action plan has been completed with feedback from a dedicated steering
committee comprised of a cross section of representative members of the organic and
ecological agricultural sector in NL.
6.2 Strategic Vision for the Organic & Ecological Sector in NL This strategy is concerned with the improved profile of organic production in Newfoundland
and Labrador. All strategy participants were able to identify the need for a financially viable
industry however, the organic sector has value beyond the total amount of sales. The Organic
Sector promotes food security, health, well-‐being, and has a positive effect on environmental
and economic viability renewable natural resource. Producers protect valuable farm land, safe-‐
guard water resources, provide nourishing food, and are concerned with the wellbeing of
livestock, soil, and biodiversity. These concepts resonate with the federal vision of agricultural
policy:
“A profitable and innovative agriculture, agri-‐food and agri-‐based products industry that seizes
opportunities in responding to market demands and contributes to the health and well-‐being of
Canadians” (Growing Forward, 2008).
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The Newfoundland and Labrador Organic Sector Strategy is represents a solid plan to reach this
shared vision.
6.3 Result Areas With an ultimate goal of improved financial viability for the organic sector, this plan focuses on
five key result areas:
• Government Support
• Awareness and Outreach
• Certification
• Infrastructure
• Sector Capacity
For each result area, strategic priorities are outlined and accompanied by an action plan
organized with appropriate timelines. In prioritizing goals and laying out the action plan,
producers were encouraged to consider a timeframe for implementation. Short-‐term goals are
to be accomplished within the first year of the plan, medium-‐term within second to third year,
and long-‐term within four to five years of the strategic plan. Long-‐term actions may also
include ongoing activities in the sector and overlap with the goals for each result area.
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6.3.1 Government Support
The first and most prominent conclusion from the in-‐person strategic planning session was the
need for increased support of organic production at all levels of government. The province
already plays an important role in administering funding programs, providing services for
farmers, and keeping pace with new developments in the industry; the organic sector felt that
with concerted efforts on the part of smaller-‐scale and organic-‐oriented producers,
government would be responsive to suggestions to meet the unique demands of a cross-‐
commodity sector with a lot of growth potential in province.
To make the most of existing resources, clearer communication between provincial government
and producers regarding services and programs available is important. Compiling the wide
variety of start-‐up information available into a comprehensive ‘new entrant’ resource manual
could be a simple and easy step to clarify this for new producers. As indicated in the following
table, with government guidance, the new entrant resource guide could potentially be
undertaken by the sector.
A strong indicator of government support would be parity with services offered in other
provinces of Atlantic Canada. This could take the form of soil, water, and input analysis, as well
as technical expertise, programs supporting organic production and cost-‐sharing of organic
certification costs, which are significant in Newfoundland and Labrador particularly for rural
and remote areas.
In the medium-‐term, resources and funding support for new entrants and small farmers would
move the industry towards financial viability. Outlined in the demographic profile, producers
are faced with high start-‐up costs for capital and land development coupled with a long pay-‐
back periods.
Provincial support for industry organizations at regional and national levels would ensure the
voice of organic producers is represented in new regulations and policy at a federal level.
Producers agreed that existing organizations such as ACORN and the OFC can best promote and
advocate for the needs of organic agriculture. Producers see the importance of supporting
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regional and national organizations that have the capacity to represent provincial concerns at a
federal and international level.
Producers involved in the in-‐person strategic planning session identified an important potential
collaboration between government and producers to promote food security, nutrition, and
wellness. The challenges faced by the province in this area cannot be understated, and will
require cross-‐departmental co-‐operation to be addressed in an effective manner. In a strategic
partnership between INTRD (now the Department Innovation Business and Rural Development)
a clear link was made between agricultural capacity and well being (Quinlan, 2012). Producers
suggested that in order to meet needs for a comprehensive food strategy in the province,
creating a position to investigate food policy, make connections between agriculture and health
promotion, and promote local food production would be an asset to the sector and province as
a whole.
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6.3.2 Government Support Action Plan
Strategic Priorities:
• Improve support for organic food production at all levels of government
• Increase staff support for organic industry development
Action Partners and potential collaborators
Short-‐Term
Meet with division heads in Department of Natural Resources to communicate strategic plan
ACORN, ACORN-‐NL
Funding support for regional and national organic industry organizations
Department of Natural Resources
Inform and offer training, such as webinars, for agricultural representatives about certification issues, services, and terminology in the sector
ACORN, ACORN-‐NL, OTS
Medium-‐Term
Develop a funding program targeted towards small-‐scale organic producers
Department of Natural Resources, ACORN, ACORN-‐NL
Develop a new entrants’ resource guide for organic farmers covering: regulations, requirements, avenues for funding, land access, and provincial and organizational services
ACORN, OTS, Regional Economic Development Boards, Provincial Departments of Natural Resources and Government Service Center
Increase proportion of government staff-‐time dedicated to organic production
Department of Natural Resources
Long-‐Term
Partner with organizations to create a full-‐time employee to address food policy issues (health, community engagement, organic production)
Inter-‐governmental Working Group on Food Security, Food Security Network of Newfoundland and Labrador
Provincial government staff position dedicated 100% to organic industry development and production
Department of Natural Resources
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6.3.3 Awareness and Outreach Improving the visibility of the organic sector in Newfoundland and Labrador is a primary
concern of producers. Consumer awareness was cited by nearly half (47%) of producers as a
significant impediment to expansion of the organic industry in the recent sector survey.
Stakeholders further emphasized how important building quality consumer relationships are to
the success of local organics.
Organic producers are very close to their consumers. As indicated by the survey results, direct
sales, for example, make up the primary method of marketing undertaken by organic and
ecological producers in the province. In addition to the trend for direct sales, many operators
felt they could count on volunteer assistance given the growing trend of consumers and
gardeners interested in learning about organic gardening, both as exercise and to learn new
skills about where their food comes from. Building on the consumer interest in organic requires
improving knowledge of the term and highlighting the value of the sector. Focusing on strategic
partnerships with food industry, existing agricultural groups, and improved web presence, are
cost effective ways to achieve this aim. Further development of promotional materials,
producer profiles, and signage could be an easy method of providing further recognition to NL’s
local organic producers.
Promotion of the industry on a professional level must address the gaps in representation of
Newfoundland and Labrador producers at industry organizations such as the OFC and ACORN.
Improved participation of organic producers on local organizations such as the NLFA or the NL
Horticultural Producers Council will also advance the outlook for the industry.
Successful campaigns to promote local food production and consumer awareness have been
led by the Regional Economic Development Boards, for example the “Keep it in Kittiwake” and
“Buy Local! Buy Fresh!” in the Avalon. These initiatives are not a threat to exporting producers
in the province, and are an excellent example of promoting positive associations with smaller-‐
scale, local and sustainable production.
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6.3.4 Awareness and Outreach Action Plan
Strategic Priorities:
• Increase consumer understanding of the term “organic”
• Increase consumer awareness of the value of organic products made in
Newfoundland and Labrador
• Improve representation of organic sector in agricultural organizations
Action Partners and potential collaborators
Short-‐Term
School outreach Farmers, NLFA, regional school boards
Improve web presence of ACORN-‐NL with updated resources, farmer profiles, and social media
ACORN-‐NL, Farmers
Cross-‐promote and co-‐host food and farming events
ACORN-‐NL, Agri-‐foods, Farmer’s Markets, Restaurant Association of NL
Ensure organic producers are represented in all agricultural and food-‐related organizations
ACORN, ACORN-‐NL, Horticultural Producers, Young Farmers Forum, NL Federation of Agriculture
Medium-‐Term
Invite media, elected officials, and senior government management personnel to participate in organic farms and events
Media contacts, ACORN-‐NL,
Long-‐Term
Update existing and create new promotional materials
ACORN, ACORN-‐NL
Identify stakeholders to prioritize access to organic food at institutions
ACORN-‐NL, institutions, food procurement officers
Signage for certified farmers at markets and public venues
Farmers, ACOA, IBRD, Farmers’ Market organizations
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6.3.5 Certification An important outcome in this area is to make organic certification accessible to producers in
Newfoundland and Labrador. Further outcomes would enhance the opportunities for
professional training and ultimately increase the number of certified farms in the province.
The majority of sales are conducted locally, using direct-‐marketing methods such as farmers’
markets and CSAs. With no intra-‐provincial regulation of the term “organic”, there is little need
for certification to serve existing markets. However, organic producers are largely motivated by
ethical and philosophical reasons, and would consider certification if it were affordable and
appropriate for their scale of production. While price premiums were not identified as a major
reason to pursue certification, producers intending to expand sales to export, retail, wholesale,
and institutional clients may find a significant different in price premiums when certified
organic. To accurately determine this market share and to take advantage of new
opportunities, the strategic plan action plan recommends that a preliminary market study be
conducted to gauge potential markets for organic products, assess the growth potential of
various crops and livestock and analyze where current organic imports could be displaced by
local organic producers–encouraging increasing market shares and food security for the
province.
Further, much time during the strategic planning session was devoted to the idea of developing
an overall strategy to encourage certified organic production in the province. It is
recommended in the action plan detailed below that a two-‐part feasibility study be conducted
in order to explore the barriers, challenges, and opportunities for increasing the uptake of
certification in the province. First, a review of the actual cost to the producer to pursue
certification in Newfoundland and Labrador would clearly show what support would have the
greatest benefit. Secondly, part-‐two of the certification feasibility study could explore
innovative solutions to the short-‐term lack of an intra-‐provincial regulation such as a peer-‐
review system, provincial inspectors, interim organic status, and other alternatives. If the cost
to certify cannot be on parity with other provinces, solutions such as a peer-‐reviewed system
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may become a valuable option. Further development and feasibility will be necessary as the
industry develops.
Producers indicated both in the survey results as well as frequently during the Strategic
Planning session that they would be greatly encouraged to pursue certification if there were a
cost-‐sharing initiative in place to offset the costs associated with certifying farms in the
province. If a farm is transitioning from conventional practices to organic, annual there is a
three year period of transition, during which annual inspections and certification cost must be
paid. For each year of certification, a small farm could be paying for annual certification cost,
between $500-‐$1000 dollars, depending on the scale and diversity of crop or livestock
produced, plus the cost of soil or water sampling, and for the travel and accommodation
expenses of a certifier. Being certified will cost farmers approximately $500-‐$1000 per year
depending on the size and complexity of their farm. The fees for food processors tend to be
higher depending on size and complexity of the operation. The other cost of certification is the
paperwork for the application and to satisfy the certification body (CB) and inspectors that you
are managing your business in a way that can verify that you are in compliance with the
standards and can document the audit trail on products to show their traceability and your
ability to maintain the organic integrity of the product.
A cost-‐sharing imitative similar to those currently offered in both New Brunswick and Prince
Edward Island could be one easy way to meet the needs of unique, geographically-‐dispersed
operations, while also addressing the barrier of the lack of trained professionals offering
inspections to the organic standard within the province, which otherwise should be addressed.
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6.3.6 Certification Action Plan
Strategic Priorities:
• Accessible organic certification available across Newfoundland and Labrador
• Improved opportunities for professional training
• Increase number of certified organic farms in Newfoundland and Labrador
Action Partners and potential collaborators
Short-‐Term
Organize cost-‐sharing initiatives for certified organic inputs
ACORN-‐NL, ACORN, Farmers
Conduct a part-‐one of a certification feasibility study for organic producers detailing the true costs involved in certifying an organic operation in NL
ACORN-‐NL, Department of Natural Resources
Medium-‐Term
Using information gathered from part-‐one, conduct part-‐two of certification feasibility study to explore the potential for interim organic status
ACORN-‐NL, Department of Natural Resources
Develop workshops to meet producer needs based on results from the 2013 Sector Profile
ACORN-‐NL & ACORN
Find support for training inspectors OIA, government, ACORN, ACORN-‐NL
Coordinate mentorship from experienced farmers OTS, farmers, ACORN
Conduct a market study for local organic products: including market potential and increasing market shares by displacing imported organics
ACORN-‐NL, Department of Natural Resources
Encourage wide participation in certification training
Farmers
Long-‐Term
On-‐going coordination of group certification Farmers
Explore intra-‐provincial regulation OTS, OFC, Organic Production Specialist, Government & ACORN
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6.3.7 Infrastructure Improves access to inputs and government land procurement programs are strategic priorities
in this area. One of the most common incentives mentioned in the sector survey is related to
assistance for infrastructure development.
The diverse, small-‐scale nature of the industry could be a great opportunity to collaborate with
industries typically ‘outside’ of agriculture. For instance, new developments in certified organic
aquaculture may represent a source of organic inputs within the province. Producers can
establish local buying groups and networks to share information about accessing organic inputs
for their operations. Group buying may lower shipping and freight costs, open access to new
inputs, and highlight the market demand for inputs, representing an opportunity for local
manufacturers. Greenhouses and processing plants for meat and value-‐added products were
also identified as essential for producer expansion.
Access to land is an important hurdle to increased agricultural production throughout the
province. Statistics Canada shows that total farm area in Newfoundland and Labrador has
decreased 13.5 % between 2006 and 2011. Many producers identified an urgent need to
maintain existing agricultural land from development pressure. Government programs are
addressing this need through new development incentives, and funding through agricultural
land consolidation program. Producers identified the notification process and length of time to
process applications as possible areas for improvement. Special consideration in land
procurement for new entrants is a key issue to promote new agricultural operations. Innovative
use of land sharing, peri-‐urban agriculture, and land trusts could further help address this issue
and meet the demand for organic produce in Newfoundland and Labrador.
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6.3.8 Infrastructure Action Plan Strategic Priorities:
• Improve access to organic inputs
• Improve access to land for organic production
Action Partners and potential collaborators
Short-‐Term
Develop a system for cost-‐sharing and bulk purchases
Farmers, regional businesses, ACORN-‐NL
Update ACORN-‐NL organic input list ACORN-‐NL
Enhance land procurement notification systems to reach new entrants
Provincial government
Medium-‐Term
Develop a fact sheet about land trusts and similar initiatives to recognize, protect and preserve arable land for agricultural purposes
ACORN, ACORN-‐NL, Natural Resources Division of Lands & Soil
Find support to produce organic inputs in-‐province Industry partners, ACORN-‐NL
Long-‐Term
Decrease the barriers and increase the timely access to government land through Land Consolidation Program and agricultural leases
Provincial government, farmers
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6.3.9 Sector Capacity Improving capacity of the organic sector will enhance the ability of the industry to achieve
sustainable results. Priorities in this area include improved access to organic production training
and research, and sharing the success of producers both operating in the unique conditions of
the province, as well as in a multitude of production systems–such as small and large-‐scale,
different crops, processing and market sales.
The organic sector has the opportunity to build capacity through provincial and regional
organizations. In this way ACORN-‐NL could become a strong voice for organic producers across
the province, participating in regional and national industry issues, while also working to
continue to build on strengthening the sector in NL and working to implement the organic
sector strategic plan in the province. ACORN-‐NL, in collaboration with ACORN, has been very
resourceful in bringing together industry, producers, and consumers while operating on limited
volunteer resources and small “one-‐off” funding opportunities. This sector is often able to make
connections with Eastern Health on wellness and nutrition initiatives and partners in economic
development. Recent examples include the 2010 Sustainable farming Conference (article
available in appendix C), hosting the ACORN Organic Transition Specialist (OTS) at Organic
Outlook 2012, and the Community Capacity Building session contributing to this strategic plan
in 2013. Funding for an ACORN-‐NL staff person would ease the burden of administrative tasks
and facilitate participation in industry meetings and networking opportunities. Collaboration
between government departments with a revenue generating focus for the organization would
ensure the sustained growth of ACORN-‐NL as a provincial voice for organic producers.
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6.3.10 Sector Capacity Action Plan
Strategic Priorities:
• Build a network of farmers sharing knowledge
• Improve access to organic production training and research
Action Partners and potential collaborators
Short-‐term
Create an online LISTSERV / forum for NL ecological farmers to share farm and related content
ACORN, ACORN-‐NL
Establish an annual forum for organic producers ACORN-‐NL
Define and create a part-‐time staff position as co-‐ordinator of ACORN-‐NL to implement the priorities identified in the organic sector strategic plan
ACORN, ACORN-‐NL, Government, FSN, Agricultural producer groups
Invite government and organizations to participate in the implantation of this strategic plan
ACORN, ACORN-‐NL, Government, FSN, Farmers Market, Agricultural producer groups
Develop stream of revenue-‐generating educational events (based on needs identified in 2013 Sector Profile)
ACORN-‐NL co-‐ordinator
Medium-‐term
Partner with the Bauta Family Initiative for Canadian Seed Security’s Atlantic Seed Program Coordinator to report, compile, and share seed success
Farmers, ACORN, Seeds of Diversity, USC-‐Canada
Coordinate farm tours throughout diverse regions of the province specifically for producer knowledge-‐sharing and education
ACORN-‐NL Coordinator, ACORN
Develop identity and capacity of ACORN-‐NL to grow as a provincial organization
ACORN-‐NL
Long-‐Term
Ongoing yearly forum for organic producers ACORN-‐NL, farmers
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6.4 Implementation and Evaluation The strategic planning process has outlined key partners and potential collaborators to achieve
the strategic goals of the organic sector. Funding required to implement the plan will be
secured by the efforts of the identified project partners and, it is hoped, in direct collaboration
with the provincial government. ACORN’s Board of Directors will also make use of the strategic
plan for the development of the Executive Director’s annual work plans and to provide essential
oversight and regional perspective to ACORN-‐NL’s project implementation.
To achieve the outlined goals, a foundation of support must be found for the completion of the
short and medium term goals. On-‐going success in the sector relies on a broad base of support
and continued engagement of the identified collaborators and partners.
Follow-‐through on the action plans is an important part of accountability for all partners and
collaborators in this sector strategy. The creation of an ongoing annual forum for organic
producers as a component of sector capacity is crucial to documenting progress on the strategic
plan. It is hoped that through this process, benchmarks for strategic plan implementation will
be evaluated and shared with stakeholders.
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6.5 Summary The organic sector is a vibrant element of food production in the province, contributing to food
security, well-‐being, and direct connection of consumers to local farmers. An action plan that
draws on the diverse range of experience, partnerships, and opportunities available ensures a
broad base of support for the industry.
Development in the organic sector in Newfoundland and Labrador requires innovative
solutions. As outlined clearly in this strategic plan as well as in the sector profile section,
government support is a major and essential component for the success of the organic sector.
The development of new or modified programs will reduce the barriers to organic producers
and when coupled with increased staff support and expertise, will offer the sector a boost with
which to develop its own sustainable sector support, such as an ACORN-‐NL staff-‐person.
Improved outreach and education aims to increase the visibility of the sector and show it as a
viable option for people considering a future in agriculture. Targeting strategic partnerships and
participating in all agriculture and food-‐related groups ensures that the perspective of organic
producers and value of the sector can be clearly shared. Increased knowledge of the term
“organic” will lead to improved consumer awareness and a corresponding increase in the value
of the sector. The role of certification will support improved farmer training opportunities, offer
detailed analysis of market prospects, and ultimately increase the number of certified organic
farms. To support this expansion, infrastructure needs such as appropriate inputs and accessing
agricultural land must be addressed.
Given that there are common challenges for all agricultural producers, such as decreased access
to farmland, and a decline in the overall number of farms, in addition to an aging farmer
population, the sector is confident that investment in organic production is much more than it’s
out-‐dated categorization as a niche market. In fact, ACORN, in other areas in Atlantic Canada,
is seeing a record number of participants at events and educational opportunities, including the
ACORN annual conference and trade show. According to Dr. Av Singh, organic production
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specialist with Perennia in NS, 80% of new entrants are interested in organic production
methods. Furthermore, supporting organic production methods is a prudent and long-‐standing
investment, as producers from almost any commodity agree on the principles of sustainable
production based on building healthy soil, protecting the environment, and developing
traceable, accountable farming systems–qualities organic producers have been exemplifying for
decades.
Success in achieving the strategic goals of the sector will come from the foundation laid out in
the short and medium term goals for each key result area. With a clear roadmap for success in
the sector, the prospect for sustained growth in the organic sector of Newfoundland and
Labrador is bright.
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7 Works Cited
Agrifoods and Agriculture Canada. (2009). Canada's Organic Industry at a Glance. Retrieved
2013, from http://www4.agr.gc.ca/AAFC-‐AAC/display-‐
afficher.do?id=1276292934938&lang=eng
Alasia, A. a. (2009, March). Off-‐Farm Work by Farmers: The Importance of Rural Labour
Markets. Rural and Small Town Canada Analysis Bulletin, Statistics Canada , 8 (1), p. 31.
Canadian General Standards Board (CGSB) Committee on Organic Agriculture. (2009). Organic
Production Systems standards. Retrieved 2013, from Public Works and Government Services
Canada: http://www.tpsgc-‐pwgsc.gc.ca/ongc-‐cgsb/programme-‐program/normes-‐
standards/comm/32-‐20-‐agriculture-‐eng.html
Canadian Organic Trade Association. (2012, December). Canada Organic Marketplace Research
Program. Canada.
Dyer, A. (2009, April). Farming for the Future. Retrieved 2013, from ACORN-‐NL:
http://acornnl.files.wordpress.com/2009/04/farmingforthefuture-‐1.pdf
Growing Forward. (2008). Agricultural Policy Framework. Agriculture and Agrifoods Canada.
Quinlan, J. (2012). Building Agricultural Capacity in Newfoundland and Labrador. St. John's:
Harris Centre, Memorial University.
Statistics Canada. (2012, December). 2011 Census of Agriculture. Retrieved 2013, from
http://www.statcan.gc.ca/ca-‐ra2011/
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Appendicies
A. Sample Survey Questions
B. Steering Committee Participants
C. Article: Sustainable Farming Storms Newfoundland
