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Canada, British Columbia supporting new and young farmers

From: Agriculture and Agri-Food Canada

News release

New and small-scale farmers will be able to grow their business and help strengthen food security in their communities with the relaunch of the New Entrant Farm Business Accelerator Program.

October 31, 2023 - Victoria, British Columbia - Agriculture and Agri-Food Canada

Farmers can now apply for the first phase of the program which provides support for business planning and a growth strategy. The second phase will support the implementation of that growth strategy and includes funding for on-farm infrastructure and equipment, such as greenhouses, tractors and irrigation systems.

The new program is an update to the Small Business Acceleration Pilot Program launched in 2020 as part of the Province’s COVID-19 Stronger BC economic recovery plan. It supported more than 60 farm ers. The updated program builds on the success of the pilot and provides support to farmers so they can grow their diverse farm businesses throughout B.C.

The pilot program supported operations such as Puzzlegrass Farm in the Naramata region, owned and operated by first generation farmers, Erin Abercrombie and Madison Whale. The women operate a community-supported agriculture program from the farm. They received support to help buy materials to build a small farm-store outlet, a shed and a seedling greenhouse to increase vegetable production.

New orchardists Trent Mason and Emily Chambers, who own Blue Canoe Orchards in Creston, also received funding from the pilot to purchase a tractor. This helped them increase sales productivity from their orchard with almost 900 cherry trees.

Applications for the first phase of the program will be accepted October 31 until November 30, 2023 , or until funds are fully allocated. Applicants who complete Phase 1 are eligible to apply for Phase 2 funding.

The program is receiving $600,000 through the Sustainable Canadian Agricultural Partnership, a 5-year (April 1, 2023, until March 31, 2028) $3.5-billion investment by federal, provincial and territorial governments to strengthen the competitiveness, innovation and resiliency of the agriculture, agrifood and agriculture‐based products sector. This includes $1 billio n in federal programs and activities and a $2.5 billion commitment that is cost-shared 60% federally and 40% provincially / territorially for programs that are designed and delivered by provinces and territories.

“Young farmers are the future of Canada’s agriculture and agri-food sectors, and it’s important that we support them. Investments through this program will provide more farmers in British Columbia with the tools they need to succeed and contribute to a strong, local food supply.” - The Honourable Lawrence MacAulay, Minister of Agriculture and Agri-Food

“We recognize the barriers that new and young farmers face, which is why this program is so important for growing farm businesses and helping B.C. entrepreneurs flourish. By providing this support, farmers can map out their future and then purchase what they need to succeed as a business, while also strengthening the economy and food supply in their communities.”  - Pam Alexis, B.C.'s Minister of Agriculture and Food

"The funding from the program allowed us to build infrastructure on our farm that was necessary to grow our business. Not only did it improve our farm, but we were able to hire a contractor who was able to start her own business as well. For that we are so grateful!" - Madison Whale, owner/operator, Puzzlegrass

“We are extremely grateful for the support from the pilot program that helped us purchase a new tractor, which is essential to our day-to-day operations at Blue Canoe Orchards. This has helped us work towards our goals of production and value-added activities.” - Emily Chambers, owner/operator, Blue Canoe Orchards

Quick facts

The pilot program supported 64 ap plicants in 54 different communities; 36% were under the age of 35, 73% identified as women, 11% self-identified as Indigenous, 5% as having a disability, and 73% as having farmed for less than 5 years . 

Other participants of the pilot program used the funding to invest in on-farm infrastructure such as greenhouses, tractors, irrigation systems, a flash freezer and cold storage, pens for smaller animals like chickens and hogs, and a rainwater harvesting system.

A New Entrant Farm Business is defined as a farm that has not reported farm income for more than 5 years.  

The B.C. Agri-Business Planning Program is also open to applications to support agricultural producers and food and beverage processors with agri-business skills, leadership development, and specialized planning such as disaster preparedness and recovery.

Associated links

• B.C. Agri-Business Planning Program
• New Entrant Farm Business Accelerator program information

Francis Chechile Press Secretary Office of the Minister of Agriculture and Agri-Food [email protected]

Media Relations Agriculture and Agri-Food Canada Ottawa, Ontario 613-773-7972 1-866-345-7972 [email protected] Follow us on  Twitter ,  Facebook ,  Instagram , and  LinkedIn   Web:  Agriculture and Agri-Food Canada

Dave Townsend Government Communications and Public Engagement Ministry of Agriculture and Food 250-356-7098 250-889-5945 (mobile)

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Farm Business Support

Young Agrarians empowers new farmers to develop the business skills they need to operate ecologically sustainable and financially viable farm businesses. YAY Farmers!

Check out our programs, tools and resources below and come back often for updates:

BUSINESS MENTORSHIP NETWORK  –  Are you a new farm business operator or next gen farmer starting a new business living in British Columbia , Alberta , Saskatchewan or Manitoba ? Are you involved in primary production raising livestock, vegetables, fruits,  flowers, bees, grain etc and wanting to increase the size and skills of your business operation? 

The Young Agrarians Business Mentorship Network pairs new farm business operators and seasoned farm business operators  together to cultivate foundational business and production skills. Mentors work with you to analyze your operations and lay the groundwork for your farm’s business growth. 

BUSINESS BOOTCAMP – This online, community-based program will give you the space and skills to write a stellar business plan for the farm of your dreams. The Business Bootcamp will cover everything from writing a mission statement to creating a financial plan to defining a marketing strategy.

ON THE UMAP  – See what farm business resources are available in your geographical region!

BUSINESS BLOG  – We love to showcase new and young farmers from our Business Mentorship Network, as well as provide insight and information on resources to support you towards success on your farm.

FARM BUSINESS TOOLS  – Check out a few of our favourite farm business planning resources below. Have a business tool you love? Have you come across a resource that has helped you streamline your farm finances or operations? Share it by sending an email to:  [email protected] .

Farm Business Tools

Business planning  |  web tools  |  production & operations  |  finance  |  marketing  |  human resources  |  farminars   |  regulation references | funding, business planning tools.

Business Model Canvas  – Think of it as a tool to map out  and visualize your farm business. Get a clear vision of your customers, your offerings, and the infrastructure necessary to bring your products to market. Here’s a great walk through of the exercise:  THE 20 MINUTE BUSINESS PLAN: BUSINESS MODEL CANVAS MADE EASY

Smart Farm BC  – This website is a Ministry of Agriculture business resource website covering AgriBIZ from A-Z!

Business Development Bank of Canada(BDC) – the Business Development Bank of Canada is a crown corporation dedicated to supporting Canadian entrepreneurs. They provide some great tools including their Entrepreneurial Self Assessment Tool.

New Farm Start Up: A Guide to Starting and Growing A Small or Medium Sized Farm Business in British Columbia  –  This guide from the BC Ministry of Agriculture offers resources for new farmers in addition to the general online business planning guides. Offers hints and insights into how to best develop your farm enterprise plan with a B.C. perspective.

Beginning Farmer Guide (Alberta) – This guide was published by the AB government in 2015. It is a handy guide to help you evaluate what skills and knowledge you can bring to the farm operation. – Assessed your personality traits and values and considered how they align with the farm business.

Farmer Resource Library  – From the New Entry Sustainable Farming Project in the US this digital library has hundreds of resources on sustainable farming, marketing, and operating a successful small business.

Growing Farms: Successful Whole Farm Management Planning Book – Farm Business Planning ‘Lite’. This workbook from Oregon State University will take you through the basics of business planning but it pays to delve deeper once you’ve outlined your plan here. Print this workbook!

Building a Sustainable Business: A Guide to Developing a Business Plan for a Farm or Rural Business  –  This workbook from the Minnesota School for Sustainable Agriculture provides a more comprehensive examination of your business idea, marketing strategies, operations, human resources, and financial needs of your farm venture. A bank is going to want to see a business plan along these lines along with more detailed financial information.

Business Support Resources for Indigenous Entrepreneurs:

Indigenous Pathfinder Service – Connect directly with an advisor from Agriculture and Agri-Food Canada, who will provide guidance, referrals, information about available programs and services, and connect you with resources and support for your agricultural business.

Indigenous Agriculture and Food Systems Initiative – An initiative delivered by the Canadian government to support Indigenous-led agriculture and food systems projects.

B.C. Indigenous Agriculture Development Program – This program offers personalized business development services and funding for Indigenous peoples or organizations launching businesses in the food and agriculture sector in B.C.

Aboriginal Entrepreneurship Program – This program provides access to capital and business opportunities to Indigenous entrepreneurs and business owners in Canada.

Alberta Indian Investment Corporation – This First Nation-owned investment company provides lending and business resources for Indigenous entrepreneurs in Alberta.

National Aboriginal Capital Corporations Association (NACCA) – NACCA has a ton of helpful resources for Indigenous entrepreneurs, like this map of Aboriginal Financial Institutions across Canada, or the Indigenous Women’s Entrepreneurship Program.

Futurpreneur Indigenous Services – Futurpreneur offers specialized support in the form of funding, resources, and business mentorship for Indigenous people in Canada aged 18-39.

Business Link Indigenous Services – Specialized resources and mentorship for Indigenous-owned businesses in the form of coaching, guidebooks, funding connections, workshops, and training.

Canadian Centre for Aboriginal Entrepreneurship (CCAE) – Training, project management, speaking and writing services, and consulting for Indigenous-led Canadian businesses. The CCAE offers the Business and Entrepreneurship Skills Training (BEST) program – contact the CCAE to see if there is an upcoming BEST program opportunity (either in person or online) for you. BEST graduates in Coast Salish territory are also eligible for the Vancity Aboriginal BEST microloan.

Indigenous Business Development Services – Skills training and resources for Indigenous entrepreneurs in BC, offered in person through community organizations or online.

Inuit Women in Business Network – Mentorship, workshops, resources, and community support for Inuit women starting a business anywhere in Canada!

BDC Indigenous Entrepreneur Loan – The BDC offers a loan specifically for Indigenous-led businesses, to fund start-up, operations, or expansion.

Want to explore more resources? Check out Small Business BC’s  list of resources for Indigenous entrepreneurs .

Business Support Resources for New Canadian Entrepreneurs:

Business Link Immigrant Services – Specialized business support for immigrant entrepreneurs in the form of coaching, guidebooks, workshops, referral networks, and capacity building.

Futurpreneur Newcomer Services – Futurpreneur offers financing support, networking opportunities, and business mentorship for new Canadian citizens or permanent residents aged 18-39 who are starting a small business in Canada.

Business Support Resources for Black Entrepreneurs:

Futurpreneur’s Black Entrepreneur Startup Program – Financing, mentorship, and resources for young (aged 18-39) Black entrepreneurs in Canada.

Black Entrepreneurship Program – This program, delivered by the government of Canada, includes support and funding for Black entrepreneurs.

Black Business and Professional Association (BBPA) – The BBPA is a non-profit organization that offers skills training, mentorship, advice, webinars, scholarships, and more to create business opportunities and economic development for the Black community.

Business Support Resources for Women Entrepreneurs:

Women’s Enterprise Centre Manitoba – The Women’s Enterprise Centre of Manitoba is a resource for women looking to start or expand their businesses. They run workshops and work on an individual basis with women throughout the province to answer their questions and help them determine the steps to make their businesses successful.

Women’s Enterprise Centre Saskatchewan

WESK is a  non-profit, membership-based organization of 800 members and growing with the goal  to help you start, grow, and scale your business in Saskatchewan. WESK provides financing resources for those looking for small business funding as you start a business in Saskatchewan and affordable services.

Business Support Resources for Persons with Disabilities:

Entrepreneurial Development Programs for Persons with Disabilities – Community Futures offers two business coaching and training programs designed to support new and aspiring business owners living with a disability.

Sample Farm Business Plans:

The Carrot Project – Wild Food Farm Sample Business Plan and Financials

Down in the Dirt Farm – Farm Sample Business Plan 

Futurepreneur – Farm Brewery Sample Business Plan  (Click “Download Tool” to download the document)

Article: Farm Credit Canada “10 steps to a solid business plan” 

For a review of CSA Management & Direct Sales farm software tools read Chris Bodnar’s:  Tools for Small Farms . To learn more about E-Commerce options read Hailey Troock’s:  DIY Website Toolkit for Farmers & Food Producers: Ecommerce Tricks, Tips & Tools . 

Harvest Hand CSA Platform Web based CSA membership management, built in website, integrated newsletter & social media, and e-commerce platform. Annual cost is $10 per CSA member. Built in Nova Scotia ($)

Farmigo CSA Management Software Streamlines the management of selling, packing, and distribution of your CSA ($)

Harvie  (formerly Small Farm Central) Developed by Small Farm Central, provides web based CSA member management software ($)

Local Orbit A supply chain platform that allows for individual to sell and multiple producers to aggregate sales, manage customers’ orders, deliveries, and payments through a web based software ($)

Mail Chimp E-Newsletters An email marketing service provider that allows you to easily manage your newsletter subscriptions with a full suite of analytics for tracking sign-ups, opens, and traffic to your website.

Production and Operations Tools

ATTRA Master Publications List  – A wealth of knowledge! Peruse ATTRA’s database of more than 300 easy-to-read 1-2 page publications covering organic production, livestock, horticultural crops, business and marketing, farm energy, water and pest management and more. Publications are written by sustainable agriculture specialists, who are experts in their fields.

COG Pro  provides an online solution to the detailed record-keeping required for Organic Certification.

VeggieTables  is perfect for small to mid-size organic farms because it has all of the features of COG-Pro with a few additional features, like labour and expense tracking.

AgSquared  attempts to bring together a range of functions from farm mapping and crop planning to record keeping and harvest records.

Farmbrite  has a more holistic take on farm software. You can track livestock, crops, equipment, accounting and more.

Seeding Manual  (Roxbury Farm, NY) – This manual describes, crop- by- crop, how each is seeded, transplanted, protected, and cultivated. Don’t be overwhelmed by it’s completeness! Strive to start with your three favourite crops and build on it each season. Think of how helpful this tool would be to new employees or apprentices!

Harvest Manual  (Roxbury Farm, NY) – This manual outlines, crop-by-crop, harvest procedures, ready-to-harvest indicators, packing and washing procedures, and storage conditions. By streamlining your harvesting and packing procedures your operations become more efficient and you build value into your product through high quality standards.

Finance Tools

Farm Finance Glossary  – Julia Shanks has an awesome glossary of helpful business and finance terms for farmers and food producers.

Basic Accounting for Farmers  Watch  Part 1  &  Part 2

Getting Started with Quickbooks for Farmers  (part 1)- The Carrot Project & Julia Shanks team up again to review the basic accounting concepts that underlie QuickBooks and go through the basic set-up of the online software.

Quickbooks for Farmers: Expenses & Sales  (part 2) – This session takes the user through entering sales and expenses as well as how to use classes and customers to review profitability of sales channels.

Farm Cash Flow Statement Instructions & Template  –  Skip to Lecture #3 for explanation of cash flow template.

Enterprise Budgets  – These enterprise budgets have been designed by KPU’s Institute for Sustainable Food Systems and cover Vegetable, Animal, and Specialty Crop Budgets. An enterprise budget is a helpful tool because it projects the costs and returns of growing and selling a particular crop or livestock over a period of time.

Marketing Tools

BC Association of Farmers’ Markets Toolkit  – Get the low down on best business practices for Farmers’ Market farmers with these resources from the BCAFM, including case studies and best management practices.

Understanding Consumer Behaviour at Farmers Markets: An Innovative Approach to Increasing Sales  – Get a primer in retail science and consumer behaviour to see how you can encourage customers to buy more of your product at farmers markets.

Royalty Free Vegetable Images for Download – Your website, newsletters and Facebook page could use a little pizazz.

Write a Better End of Season Customer Survey  – If you haven’t ever checked in with your customers at the end of a season you’re missing out on valuable feedback that you should incorporate into the next season’s planning. Take a few ideas from this article and adapt them to your marketing channels, whether it’s a CSA or restaurant and retail customers!

Canada Organic Trade Association – COTA produces valuable market reports for the Canadian organic industry. From the flagship  Canadian Organic Market Report  to specialized reports like  Organic Food Processing , this research equips businesses and policy makers with valuable market insights and trends for the sector.

PRIZM 5 Market Analysis Tool  – Demographic and psychographic snapshot of Canadian postal codes. Get an idea of what kind of consumers live in your target market.

Human Resource Tools

Guide to Developing a BC Agricultural Employee Handbook  – Smart Farm BC has put together a easy to follow guide for developing an employee handbook. Whether you’ve got a few WWOOFers or dozens of employees it is important to establish guidelines and set parameters for working on your farm to protect both your employees, yourself, and your business.

Stone Barns Centre for Food and Agriculture  has a wealth of farming focused educational videos from farm business management to soil biology and small engine maintenance.

PracticalFarmers.org  – Ongoing Farminar winter series every Tuesday evening! Sort archives by topic or farm priorities.

Agriwebinar.com  – Farm Management Canada’s amazing database of ag sector information!

Regulation References

Farm Practices Protection – Land in the Agricultural Land Reserve, areas where land is zoned by local governments for farming, and licensed aquaculture areas, represent locations in B.C. where farming is a priority and specifically permitted.

Farm Land Classification – Receiving Farm Classification reduces property tax rates through BC Assessment mechanisms. Learn about the eligibility requirements and application process.

Agricultural Environmental Management – On February 28, 2019, a new regulation called the Code of Practice for Agricultural Environmental Management (AEM Code) came into effect.  The new AEM Code applies to all agricultural operations in British Columbia, from small hobby farms to large commercial operations.

PST exemption for Farmers – As a qualifying farmer, you may purchase or lease specifically listed farm equipment and other goods exempt from PST. You must either have a BC Farmer Identity Card or fill out this exemption form .

WCB and Farms – Understand your obligations as an employer to plan for the safety of workers on your farm and register your employees for workers compensation. Information on rates, remittance and claim processes.

BC Chicken Marketing Board –  licences  broiler quota holders in BC and primary poultry processors.  As a small producer you must apply for a permit to raise up to 2000 chickens a year for farm direct  sales. Having less than 200 chickens for personal use does not require a permit.

* please note these numbers are different for different provinces. Please seek out information from your provincial chicken and or egg marketing board * 

Manitoba Direct Marketing your Food Product – This fact sheet focuses on what direct marketers of food products in Manitoba need to know to meet the legal requirements for production, processing and marketing of food products in Manitoba.

* Please note that direct marketing  outside of the province  may have additional requirements to meet and that rules and regulations are different within each province * 

Wage Subsidy Programs : Are you a farm looking for a wage subsidy to hire an employee? There are several federally and regionally-funded programs to consider. Make sure to read the eligibility requirements carefully, as some subsidies are not allowed to be combined with others. 

Grants : As a new farmer, access to capital in the early years of operation, or during periods of significant change such as farm transition or expansion, can be a challenge. The good news is, there are many grants available for new farmers in Canada, and we’ve compiled a list of some of our favourites , as well as tips for applying.

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BUSINESS BLOG

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NEW FUNDING OPPORTUNITIES!   LEARN MORE

Environmental Farm Plan

Plan for peace of mind

Farmers who have an Environmental Farm Plan (EFP) are serious about learning how to reduce agriculture’s impact on the environment. Many EFP participants enjoy increased efficiency, profitability and new customers as a result of increased environmental sustainability.

What opportunities exist on your farm?

Sign up for EFP Updates

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IAF’s monthly Growing Today e-newsletter (ALL PROGRAMS)

What is an EFP?

Efp eligibility, efp renewals.

The Environmental Farm Plan (EFP) Program is a complimentary program that provides eligible agri-food sector producers with access to consultants (known as EFP Advisors) to assist in the completion of Environmental Farm Plans. The EFP program enhances the capacity of producers to identify opportunities to adapt and respond to emerging environmental, regenerative agriculture, and climate challenges and changing environmental conditions.

Program Objective

An EFP is an on-farm agri-environmental risk assessment. Its purpose is to identify potential environmental, regenerative agriculture and climate risks within a farmer and rancher’s (Producers) operations and educate them about how these risks can be mitigated.

Program Goal

The purpose of the EFP is to raise environmental awareness amongst farmers and ranchers and to improve or enhance their environmental stewardship practices and the sustainability of their operations.

The benefits of this program will include:

• Assist producers in completing new Environmental Farm Plans (EFPs)
• Assist producers in renewing existing Environmental Farm Plans (EFPs)
• Supporting producers to identify opportunities for funding through the Beneficial Management Practices program

Who’s Eligible for an EFP?

To be considered eligible to access the EFP Program, applicants (e.g., a farmer) need to be:

• Farm and ranch operations in BC, including First Nations agricultural operations.
• Licensed Aquaculture producer or Federally licensed Cannabis or Hemp Producers .

Note: The Advisor must verify whether a farm or ranch qualifies as an eligible participant. Farm/ranch operations or First Nations agricultural operations are eligible participants in the EFP Program. One EFP will be available to farm or ranch units in British Columbia. A farm or ranch unit:

• Generally encompasses all the farming or ranching activities associated with a single Federal Business Number (formally known as the GST number);
• Encompasses all the agricultural activities usually associated with the farm unit;
• Normally includes all contiguous farm parcels but might also include remote parcels;
• May include land leased for a term equal to or exceeding five years;
• May include Crown lease land but not Crown license land;
• May include more than one agricultural enterprise; and,
• May consist of more than one owner.

What constitutes a “farm unit” is generally evident and determined by the Advisor during the producers on farm visit. If an Advisor is uncertain of what constitutes a “farm unit,” they may seek assistance from IAF staff.

Eligible Activities

• Environmental Farm Plan development
• Environmental Farm Plan renewal
• Riparian Health Assessments

Three primary reasons for producers to update their EFP include:

• If their EFP is more than five years old.
• Changes to legislation or program priorities – Legislation and program policies and priorities are continually updated, which may require a producer to renew their EFP.
• Changes to the farming operation – A 20% or more change to acreage or animal numbers requires a renewal.

Implement an EFP for your farm:

Step 1: request an efp.

Fill in the form to request an on-farm appointment with one of our friendly Environmental Farm Plan Advisors. Once you have submitted your request, IAF staff will pair you with an advisor suited to your operation.* Your Environmental Farm Plan Advisor will reach out to schedule an on-farm appointment subject to both parties’ availability.

Before you start – make sure you have your CRA business number and previous EFP workbook number (if applicable) on hand.

* Subject to advisor availability and program funding.

Step 2: Assess Environmental Risks

Your advisor will provide you with an EFP workbook during your on-farm appointment, this workbook is confidential and yours to keep. Your advisor will work through the workbook with you to identify any environmental risks on your farm using the colour-coded checklist.

Once all questions initially answered with (?) have been answered, an action plan has been developed to address/prioritize red/yellow box questions, and a statement of completion has been signed by both the producer and advisor; Congratulations! You now have a completed EFP!

Choose to voluntarily address these risks to implement your EFP and receive your Environmental Farm Plan sign.

Step 3: Apply for funding

Funding is available to help reduce the environmental risks identified within your EFP workbook (i.e. red box answers).

Projects that can be funded through the Beneficial Management Practices program include waste management, air quality control, emissions control, soil and riparian integrity, water quality and on-farm materials storage.

Step 4: Implement your EFP

To qualify for implementation of your EFP and get your EFP sign, you must complete your workbook (reviewed by an Advisor), with no outstanding items requiring attention (red box answers).

To request a sign and/or certificate upon implementation, please contact your advisor to start the process.

Step 5: Put up your EFP sign!

Once implemented, display your new Environmental Farm Plan sign to proudly show your farm’s environmental sustainability and to help us spread the word about this great program! Don’t forget to contact your advisor to renew your farm plan every 5 years.

Implementation signs were redesigned in 2018 and do not include frames or hardware. Implementation signs will be mailed quarterly from the IAF office.

How long can I expect to wait until I hear from an Advisor?

Generally, an advisor reaches out within 2-3 months, but this timeline can take a little longer depending on certain factors:

• A high number of EFP requests during the busy summer season.
• The availability of advisors in your geographical location.
• The commodity type.

How long does it generally take to complete an EFP?

Your advisor will be able to give you a timeline when they reach out. Many factors determine the length of time to complete an EFP, including the number of acres and complexity of your operation (i.e. riparian area, dairy operation, etc.)

What constitutes a farm or ranch unit?

A farm or ranch unit:

What is a completed plan?

Completed plans denote the following criteria:

• Producer has answered all the applicable Planning Workbook sections and completed all relevant Farm Review Worksheets.  
• All questions initially answered with a (?) have now either a Yes, No or N/A response.  
• An action plan has been developed to resolve all red and yellow box questions.  
• All red box and yellow box questions have been prioritized based on the rankings on Page 79 of the 2023 version of the Planning Workbook.  
• A Statement of Completion has been signed by both the producer and the Advisor.  

What is a red box answer?

Red box answers are items where a provincial or federal regulation applies to the farm, and a change is necessary. Once you have no red box answers, you are eligible for implementation with your advisors’ consensus.

What is an implemented plan?

Steps to implement your EFP include:

• Ensuring all action items for all red box questions (those with high priority due to an associated high level of risk) have been achieved (i.e., turned green).  
• Reviewing the EFP Action Plan.  
• Confirming all issues triggered by a red box in the EFP have been addressed.  
• Confirming all Planning BMPs that the EFP triggered have been completed.  
• Review and sign your Statement of Implementation alongside an Advisor

What is the renewal process for an EFP like?

Make sure to get started with this process a few months before your EFP’s expiry date to ensure you maintain your eligibility for BMP funding.

The renewal process consists of four steps:

Step 1: Click here to book an appointment with your Advisor. 

Step 2. Review the outdated workbook with your Advisor. If your previous Advisor has retired or left the program, IAF will connect you with a new Advisor.    

Step 3. The advisor  will recommend actions to follow.  

Step 4: Once the required documents are submitted for review, there are three possible outcomes:  

Outcome 1: No changes to the operation impact environmental risks on their operation

• The original workbook has been retained, and the Advisor has a working knowledge of the operation.  
• The Advisor reviews the new and original planning workbook and signs off on the EFP Renewal Assessment Form.  
• The Advisor will review the original and current planning workbooks, assessment form and any files, maps, etc., to be comfortable with the knowledge of the site.  
• A new Statement of Completion will be issued, identifying the original workbook number, original date, new workbook number, and new completion date with all signatures present.  

Outcome 2: No changes that impact the environmental risks on their operation; the Advisor does not have a working knowledge of the operation or the original workbook has not been retained.  

• The producer (you) acknowledges there has not been a change in operation, but the Advisor does not have a current working knowledge of the operation and its activities. The Advisor must complete a full site assessment and verify that the farm operation has not undergone a change that would impact the environmental risks identified in the original EFP.  
• The Advisor will review the Assessment Form against the original and current Planning Workbook, plus any files, maps, etc., to become familiar with the site. The Advisor will assist the producer in completing an updated action plan with the current program materials.  

Outcome 3: Changes that have impacted the environmental risk have occurred in operation.  

• The producer (you) completes the EFP Renewal Assessment Form and indicates a change in their operation (e.g., greater than 20% change in acreage or animal) that they believe has impacted their environmental risk profile.  
• The EFP must be treated as a new EFP instead of a renewal due to the change to its environmental risk profile.  
• The Advisor will review the Renewal Assessment Form, the original EFP (if retained), any files, maps, etc., and complete a site inspection to the same degree as if it were a new EFP. The Advisor will assist the producer in completing an updated Action Plan and updating the property mapping.  

Where is my EFP number?

Your EFP number is a 7-digit number printed on the back cover of your EFP Workbook.

Have a question?

We’re here to help! Send us an email.

EFP Renewal Assessment

Download the Environmental Farm Plan renewal assessment form 2023/24

Reference & Guides

Efp program guide.

Download the Environmental Farm Plan (EFP) Program Guide.

EFP Reference Guide

Visit the Government of BC’s website to download the EFP reference guide to support the EFP Planning Workbook.

Biodiversity Guide

Download the Biodiversity Guide from the Government of BC’s website.

Link not working?

From time to time the links to resources change. We do our best to keep everything up to date, but in the meantime, visit the Government of BC’s Environmental Farm Plan Program page for more information.

Project Profiles & Successes

Allingham Orchards Bears Fruit with EFP and BMP Projects

Bryn Hughes 2024-05-24T13:30:48-07:00 June 4, 2024 |

New Siberia Farms Udderly Transforms Manure Storage

Bryn Hughes 2024-04-23T14:16:24-07:00 May 9, 2024 |

Shrubbing Out Environmental Risks at Rivershore Trees

Bryn Hughes 2024-04-23T14:15:33-07:00 April 25, 2024 |

Funding for this program has been provided by the Sustainable Canadian Agricultural Partnership, a 3.5-billion, 5-year agreement between the federal, provincial and territorial governments to strengthen the competitiveness, innovation, and resiliency of the agriculture, agri‐food and agri‐based products sector. Additional funding has been provided by  CleanBC and British Columbia’s Climate Preparedness and Adaptation Strategy (CPAS). The program is delivered by the Investment Agriculture Foundation of BC.

The Investment Agriculture Foundation of BC (IAF) is honoured to reside and operate across traditional and unceded Indigenous territories throughout British Columbia.

© BC Investment Agriculture Foundation. All rights reserved.

POSITION PAPER

Farm business.

The important work of farmers and ranchers is supported by programs administered and delivered by various levels of government. Business risk management (BRM) programs are tools that provide agricultural producers with protection against income and production losses, helping to manage risks to the financial viability of farms and ranches. On-farm programs offer a variety of resources to enhance the efficiency, growth, or societal benefit of farmland operations.

B.C. has long been the province that invests the least in its agriculture sector as a percentage of agriculture’s Gross Domestic Product (GDP). In 2016-2017, B.C. invested only 5.3% of the provincial agriculture GDP in all agriculture-related programs, compared to a national average of about 12%. This low level of investment is inconsistent with the provincial government’s interest in ensuring resilient food systems, ensuring access to safe and affordable food for all British Columbians.

Farmers and ranchers have also found the application process for BRM programs increasingly difficult to navigate. It is important that those who have been impacted by adverse climate events, trade disruptions, and other developments beyond their control receive support when it is most needed. This will help to ensure the financial viability of farmland operations and encourage new farmers and ranchers.

• In agriculture, there are good years and bad years. Farmers and ranchers recognize this. Support is needed through responsive BRM programs when the financial viability of a farmland operation is threatened by events beyond the control of the farmer and rancher.
• The B.C. agriculture industry is diverse, and it is important that program design and implementation reflect the differing needs of B.C. farmers and sectors.
• Farmers and ranchers recognize that climate change is a serious threat to agriculture in B.C. and are already innovating with the support of on-farm programs.
• The imposition of carbon pricing on goods and equipment essential to farmland operations risks increasing food costs and limiting the competitiveness of B.C. farmers in Canadian and international markets.

Agriculture is a shared responsibility between the federal, provincial, and territorial governments. To better coordinate programs and payments, governments agreed to create a five-year Agriculture Policy Framework (APF). This began with the 2003-2008 APF agreement, was renewed with Growing Forward I and II, and we are now in the Canadian Agriculture Partnership (CAP) from 2018 to 2023. These frameworks set out the priorities that Canada and the provinces have agreed to work on during the agreement and detail how spending will be shared. Discussions are ongoing for the Next Agricultural Policy Framework (NPF), which will extend from 2023 to 2028.

BRM includes such programs as AgriStability, AgriRecovery, AgriInvest, AgriInsurance, and the Advance Payments Program. On-farm programs include a variety of supports for the implementation of on-farm solutions, such as the Environmental Farm Plan program, which is funded through CAP and helps farmers reduce the environmental impact of their operations.

THE SOLUTION

The agriculture sector is seeking investment from all levels of government that better reflects the contribution farmers and ranchers make to the economic vitality of B.C. and which more closely matches the national average of funding. Furthermore, program design requires close consultation with farmers and ranchers to ensure programs are responsive to their needs and to the current realities of agriculture production in the province.

B.C. should pursue closer parity with the national average of investment in agriculture, increasing from 5.3% to approximately 12% of the sector’s contribution to provincial GDP.

WHAT COULD GOVERNMENTS DO?

• Consult closely with BCAC and its Member Associations in the development of the NPF and associated future programs.
• Ensure predictable funding for BRMs and a streamlined, responsive application process, so that farmers and ranchers know they can depend on support from these programs when needed.
• Actively promote programs and supports available to farmers, as well as report publicly on the levels of funding allocated to each program.
• Support targeted research and testing that can improve the competitiveness of B.C. farmers and ranchers in Canadian and international markets.

WHAT IS BCAC DOING?

• Working with the Government of B.C., Canadian Federation of Agriculture, and other stakeholders to ensure the NPF includes adequate funding and responsive programs for B.C. farmers and ranchers.
• BCAC and the provincial government operate the Risk Management Advisory Committee, which helps government evaluate program design and performance with feedback directly from farmers and ranchers.
• Collaborating with CAP delivery agents to review ongoing programs and consider new on-farm programs which provide the best possible benefit to farmers and the broader industry.
• Establishing a Farm Business Committee to facilitate industry input on current and future programs.

Download BCAC's position paper on farm business.

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Farm Business Plan

Owning a farm provides a unique opportunity to cultivate the land, produce nourishing food, and connect with nature. However, if you’re looking to take your farm to the next level and transform it into a thriving business, you’ll need a well-crafted business plan and a clear vision for success. On this page, we’ll explore the essential steps and considerations involved in starting a farm business, empowering you to maximize the potential of your land and resources.

Starting a farm business goes beyond the traditional scope of agriculture. It entails harnessing your entrepreneurial spirit to create a sustainable and profitable agricultural business. A farming business allows you to leverage your knowledge of farming practices, market trends, and consumer demands to generate income , provide employment opportunities, and contribute to local food security.

Farm owners or farmers can make use of farm business plan template and examples to tailor a plan that aligns with their farm’s specific needs and objectives. This comprehensive plan should include essential components like an executive summary, business description, market analysis , production plan, marketing and sales strategy, financial projections , and risk management strategies. Establishing a timeline for implementation and regularly reviewing and updating the plan is essential to adapt to the evolving dynamics of the business.

A farm business plan serves as a vital roadmap for agricultural entrepreneurs, enabling them to make informed decisions and achieve long-term goals. It outlines the farm’s vision, mission, and objectives, identifies target markets, analyzes competition, defines production strategies, and establishes financial projections. Moreover, a well-crafted farming business plan enhances the prospects of securing funding, attracting partners or investors, and accessing government programs and resources that support agricultural development.

To secure financial support and gain the trust of potential investors and stakeholders, it is crucial to develop a compelling proposal for your farm business plan. This proposal should effectively communicate the unique value proposition of your farm, emphasizing its competitive advantages, untapped market opportunities, and potential for substantial growth. By clearly articulating your vision, goals, and strategic approaches, you can instill confidence in the viability and profitability of your farm business, increasing the likelihood of securing the necessary support to turn your farming aspirations into a successful reality.

There are several key considerations to keep in mind when starting a farm business:

• Identify Your Farm’s Niche: Determine the specific area of farming you want to focus on based on your expertise, available resources, market demand, and competitive advantage. Whether it’s organic produce, livestock, specialty crops, or agritourism, finding a niche will help differentiate your farm business.
• Market Research and Analysis: Conduct thorough market research to understand consumer preferences, emerging trends, and potential competitors. Identify the target audience for your farm products and assess their buying behaviors, pricing expectations, and distribution channels.
• Resource Assessment: Evaluate the resources available to you, including land, equipment, labor, and capital. Determine if any additional investments or infrastructure upgrades are necessary to optimize productivity and efficiency.
• Production and Operations Planning: Develop a comprehensive production plan that outlines the crop or livestock rotation, planting or breeding schedules, crop management practices, and quality control measures. Consider adopting sustainable farming practices and exploring certifications to enhance the marketability of your products.
• Marketing and Sales Strategy: Create a robust marketing and sales strategy to effectively reach and engage your target audience. Utilize digital platforms, local markets, community-supported agriculture (CSA) programs, and partnerships with local restaurants or grocery stores to expand your customer base.
• Financial Management: Establish a budget, determine your pricing structure, and develop financial projections. Consider the costs associated with production, marketing, equipment maintenance, and labor. Explore funding options such as loans, grants, or crowdfunding, and implement effective bookkeeping and record-keeping practices.
• Risk Assessment and Management: Identify potential risks and develop contingency plans to mitigate them. Factors such as unpredictable weather, pests, diseases, market fluctuations, and regulatory changes can impact your farm business. Proactively plan for these challenges to ensure long-term sustainability.

This farm business plan sample is specifically designed to align with the distinctive dynamics of the agricultural sector in Kansas City, Missouri . We trust that this sample will prove to be a valuable resource for your farming business endeavors. Our experienced team of farm business plan writers understands the intricacies of the industry. By leveraging our expertise and utilizing this resource, you can lay a solid foundation for your farm business, making the most of the opportunities that await you.

Executive Summary

“Serenity Farm Co” (herein also referred to as “the cattle farm” and “the company”) is a woman-owned and woman-led business, headed by Ms. Stephanie Schmidt. The company is poised to commence operations on a 200-acre property located in Kansas City, Missouri, with an underlying mission to breed, raise and sell premium beef to high-end butcher shops in Missouri and Oregon.

The inception of the cattle farm is a direct response to the increasing demand for locally-produced, traceable food sources. As consumers shift towards a more conscious approach to their food choices, transparency in food production has become more significant than ever. Recognizing the potential in Missouri’s thriving cattle farming industry, the company will meet demands by offering beef products that go beyond being locally raised, but are also distinguished by exceptional taste and quality.

Serenity Farm Co ’s unique value proposition is built around a commitment to quality over quantity, combined with a focus on sustainable and ethical farming practices. This differentiating factor is reinforced by the careful selection of cattle breeds, including locally-sourced Black Angus and imported Japanese Wagyu, both characterized by superior genetics that yield top-grade beef. The cattle will be predominantly grass-fed, with a grain finish to ensure rich, nuanced flavors in the resulting beef.

As a demonstration of confidence in Serenity Farm Co ’s profitability and success, Ms. Schmidt has committed an equity of $180,000. To further its development, the company is seeking a $2.50 Million loan through Farm Credit of America to finalize the land purchase at 4310 East Road, Kansas City, Missouri. 

To ensure timely repayment of the interest and principal during the initial growing period, Serenity Farm Co has set plans to lease the property’s 2,000 square feet building and shop to a transportation business, generating recurring monthly revenue. Moreover, the company will further diversify the revenue stream through sales of dry-aged beef and the “Beef Masters” service to enhance the sustainability and strengthen the cattle farm’s business model. T his, coupled with the combined passion and extensive experience of Ms. Stephanie Schmidt and Mr. Chad Wytt, spanning farming, construction, and business management, Serenity Farm Co is poised to thrive and make a significant impact in the US agricultural industry. 

Business Overview

The company is in the process of securing a 200-acre property located at 4310 East Road, Kansas City, Missouri. Serenity Farm Co will raise its own cattle, including Black Angus and Japanese A5 Wagyu Beef, selling finished products to high-end butcher shops across Missouri and Oregon. In addition to beef production, the cattle farm will offer a “Beef Masters” service where local families can place their own cattle on the farm and have the company feed and support the cattle for a monthly fee.  Furthermore, the property features 2,000 square feet of office space, a shop, and parking which will be leased to a local trucking business. This recurring monthly revenue stream will support the company’s repayment of the proposed business mortgage on the land.

Looking forward, Serenity Farm Co plans to establish an e-commerce platform, expanding its reach beyond the local market and allowing customers to conveniently purchase dry-aged beef online. This strategic move will further diversify the company’s revenue streams and capitalize on the growing demand for premium, specialty meat products.

Mission Statement

Our mission is to support and enhance America’s flourishing agricultural industry. We are dedicated to providing discerning customers across Western America with exceptional, locally-raised beef that prioritizes quality over quantity.

Vision Statement 

Our vision is to establish ourselves as the standard of excellence for premium beef in America. Our vision is to be renowned for our unparalleled taste, unwavering commitment to ethical farming practices, and enduring dedication to responsible land stewardship.

Core Values

Serenity Farm Co ’s culture is built upon a foundation of core values that shape the way the company interacts with customers, partners, suppliers, and employees. These values are fundamental to all business activities and decisions and are deeply ingrained in the cattle farm’s ethos.

• Quality over quantity: In a market often driven by high turnover, Serenity Farm Co takes a different approach and places value on the superiority of products over the volume of production. This commitment to quality ensures every piece of beef that reaches the table meets the highest standards, providing end-consumers with a premium culinary experience.
• Respect for animals: Serenity Farm Co recognizes the intrinsic value of the cattle beyond being a source of livelihood. The company follows strict animal welfare guidelines and ethical treatment practices, ensuring that all livestock are provided a nourishing diet, ample space to roam, and a low-stress environment.
• Transparency and traceability: The company believes in maintaining complete transparency and traceability in the supply chain. To ensure end-consumers are able to make informed decisions about the food they consume, Serenity Farm Co provides comprehensive information about the company’s farming practices, cattle lineage, and processing methods.
• Sustainable farming practices: Recognizing the importance of sustainable farming methods for the environment and future generations, the company is committed to implementing practices that promote the long-term health of the land while reducing Serenity Farm Co ’s environmental impact. These measures include grazing, natural fertilization, and water conservation.

Integrity in all aspects: Serenity Farm Co conducts business with the utmost integrity, honesty, and fairness. The company believes that trust is the foundation of any successful business relationship and strives to earn and maintain the loyalty of customers, suppliers, partners, and employees. the cattle farm maintains accountability in all actions and decisions and always keeps the best interests of all stakeholders in mind.

Market Analysis

In the dynamic landscape of the beef industry, it is critical to understand the market trends, government regulations, and competition to position Serenity Farm Co for success. This market analysis will provide a comprehensive review of these key factors, providing valuable insights into the industry that will help the company develop a winning strategy.

Global Beef Industry

Beef is a type of meat derived from cattle, specifically from cows or bulls. It is a valuable source of protein and essential nutrients, making it a staple food in many diets around the world. From a business perspective, the beef industry is a vast and intricate sector encompassing various activities related to the rearing and production of cattle for meat. This includes crucial processes such as breeding, raising, and feeding the cattle, as well as the subsequent processing and distribution of beef products to consumers. 

The global beef industry has experienced significant growth in recent years, driven by increasing consumer demand for steaks, ground cuts, and other beef products. In 2021, the market was valued at $395.22 Billion, and it is expected to continue its upward trajectory. Projections indicate that by 2029, the market will expand to $604.34 Billion, reflecting a CAGR of 5.52% during the forecast period. This growth can be attributed to the changing dietary preferences of consumers, particularly among younger generations who show a preference for food made with beef products. This shift towards animal-based protein consumption is a significant contributing factor to the positive outlook for the global beef industry.

Global Wagyu Beef Industry

Wagyu beef, derived from the Japanese beef cattle breed with origins in Asia, possesses unique characteristics, particularly its intense fat marbling which contributes to its distinctively rich and buttery taste and texture. Moreover, this premium beef is characterized by its high content of unsaturated fat, as well as beneficial Omega-3 and Omega-6 fatty acids, which offer various health advantages. The global Wagyu Beef market was valued at $12.64 Billion in 2021 and is projected to reach $21.31 million by 2030, exhibiting a CAGR of 5.9% during the forecast period. This remarkable growth can be attributed to shifting consumer preferences and an improved standard of living worldwide. Currently, the Wagyu Beef market is in the growth phase and is expected to experience rapid expansion in the future.

American Beef Industry

The beef industry in America is a significant contributor to the country’s agricultural sector, with 34,869 active establishments operating across the industry. These businesses include both small family farms and large commercial feedlots, indicating the varied scale of operations within the industry.

In 2022, the industry generated a revenue of $6.09 Billion. This is projected to exhibit steady growth, with a CAGR of 2.02%, to reach a revenue of $6.73 Billion in 2027.

The average revenue per capita for beef products in America was $158.60 in 2022, highlighting the significance of beef consumption in the country. As consumer preferences evolve and purchasing power continues to increase, this figure is expected to rise to $168.60 by 2027.

In terms of beef production, Missouri stands as the leading province with a substantial beef cow inventory of 1.56 million, which accounts for 44% of the country’s total, as of the beginning of 2023. Saskatchewan closely follows with 1.04 Million (29%), while Manitoba maintains a presence with 392 thousand (11%).

Market Trends 

This section provides an overview of the latest trends in the beef industry, helping the company stay ahead of the competition and identify new opportunities for growth. By examining key market drivers, consumer behavior, and industry challenges, Serenity Farm Co can refine and innovate the company’s business model to meet the evolving needs of consumers.

Eating Habits 

A recent survey conducted by Statista has shed light on the changing eating habits of Americans, largely driven by the impact of food price hikes. In response to the increase in food prices, many Americans are proactively making adjustments to their lifestyles, including reducing dining out and decreasing their meat consumption. However, despite these shifting trends, statistics still indicate a steady increase in per capita consumption of beef products over the next five years. This suggests that while some Americans may be altering their diets, there remains a consistent demand for beef within the country.

Furthermore, data on specific diets followed by Americans in 2022 shows that only a small percentage of respondents identified as vegetarians (approximately 3%), while around 10% identified as flexitarians. This suggests that a considerable portion of the population still includes meat, including beef, in their diets.

These data indicate that although there are some consumers reducing their meat consumption, the steady increase in per capita beef consumption reflects continuous market demand for Serenity Farm Co ‘s products.  Moreover, this reaffirms the viability of the company’s business model, as it aligns with the preferences of American consumers who continue to value and include beef in their diets. 

Locally Produced Food Demand

The demand for locally produced food in America is on the rise, as revealed by a recent study conducted by the Dalhousie University Food Analytics Lab in partnership with Caddle. The study, which surveyed over 10,000 Americans, found that an overwhelming 79.5% of respondents are willing to pay a premium for locally-grown produce when grocery shopping. Interestingly, the study shows that the willingness to pay a premium for locally produced food is particularly high among Generation Z, with more than half of this demographic willing to pay a premium greater than 10%. In contrast, Baby Boomers are the least likely to pay any premium at all.

Serenity Farm Co is well-positioned to capitalize on this trend as it aligns perfectly with the company’s mission and commitment to offering locally produced, high-quality beef.  Moreover, the market’s willingness to spend more on local produce provides an opportunity for the cattle farm to implement a pricing model that reflects the added value of its locally produced, high-quality beef. This, in turn, will drive the company’s profitability and sustainable growth.

Sustainability

In March 2021, consumer opinions in America highlighted a growing emphasis on sustainability in shopping habits. The survey revealed that 49% of American consumers agreed that they actively purchased products from companies that demonstrated support for environmental protection. This indicates a significant shift towards eco-conscious consumerism, where individuals prioritize businesses that align with their values of sustainability.

Additionally, the survey found that 37% of respondents specifically chose products with a traceable and transparent origin. This demonstrates a heightened awareness and desire among consumers to have clear visibility into the production and supply chain processes of the products they purchase. Such consumer preferences reflect an increasing demand for companies to uphold environmental and transparency standards, providing opportunities for businesses that prioritize sustainability and transparency to gain a competitive edge in the market.

The company’s commitment to sustainable farming practices, focusing on quality over quantity, aligns with the values of eco-conscious consumers. By prioritizing sustainable and ethical farming methods, Serenity Farm Co not only ensures the well-being of its cattle but also contributes to the preservation of the environment. Furthermore, the company’s dedication to full transparency in its operations, from breeding and rearing cattle to the distribution of beef products, addresses the consumer demand for traceability and transparency. By providing clear visibility into its production processes and supply chain, the cattle farm can meet the expectations of consumers who value sustainable practices and environmental protection.

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Government Regulations

This section outlines the various government regulations that directly affect the company’s operations in Missouri, America. 

Federal Regulations

Animal Welfare Mandate

The American Food Inspection Agency (AFIA) plays a crucial role in ensuring animal welfare within its mandate. While the AFIA’s mandate is limited to regulating the humane transport of animals and the humane treatment of food animals in federal abattoirs, the agency collaborates with producers, provincial and territorial authorities, and other stakeholders in the animal care community to protect livestock. The AFIA focuses on the following key areas to safeguard animal welfare:

• Collaborating with provinces, territories, and stakeholders on animal welfare issues;
• Establishing industry standards for care and biosecurity;
• Setting requirements for animal protection during transport;
• Verifying compliance with humane transport and slaughter regulations in federal slaughter plants.

Provincial Regulations

Meat Inspection Act

Meat Inspection Act and Meat Inspection Regulation set by the Province of Missouri, enable the system for licensing and inspection requirements for the slaughtering, processing, and sale of meat. It outlines the requirements that all license holders must meet, including assurances that meat and meat products are safe and that animals are handled humanely at slaughter.  The regulations also apply to the slaughter of animals where the meat is intended for human consumption excluding the slaughter of a producer’s own animals for consumption by their household.

Livestock Industry Diversification Act

The Livestock Industry Diversification Act, enacted by the Province of Missouri, provides a framework for the diversification of livestock animals within the province. Under this act, diversified livestock animals are clearly defined, and regulations are in place to address permits and various aspects related to their transportation off the farm. 

The act also governs the operation of diversified livestock farms, including the requirement for farm operators to maintain inventory and submit reports as necessary. Furthermore, this act aims to support and regulate the diversification of livestock in Missouri, ensuring that appropriate measures are in place for the successful management and operation of diversified livestock farms.

In Missouri, there are four types of provincially-licensed meat slaughter operations, which include both inspected and uninspected operations.

Inspected operations:

• Abattoir License: This license allows individuals to operate an abattoir, which is a facility where animals are slaughtered and meat is prepared, packaged, or stored. The Government of Missouri provides inspection services for licensed abattoirs, ensuring that the slaughtered animals and their processed meat products meet the requirements of the Meat Inspection Act and the Meat Inspection Regulation. These licensed abattoirs must adhere to animal welfare and food safety standards, and the meat produced can be sold for human consumption.
• Mobile Butcher Facility License: This license enables a licensed mobile butcher to operate a mobile butcher facility. The facility allows for the transportation and processing of animals that have been slaughtered on an individual’s land by a licensed mobile butcher or at an on-farm slaughter operation. The license also permits the purchase and further processing of inspected meat at the mobile butcher facility.

Uninspected operations:

• Mobile Butcher License: This license allows a mobile butcher to slaughter an individual’s animal on their land. The meat produced is uninspected and is intended solely for consumption by the owner of the animal and members of their immediate household. It is not permitted for sale or further distribution.
• On-Farm Slaughter Operation (OFSO) License: This license enables the license holder to conduct uninspected slaughter and carcass processing activities on their property. The on-farm slaughter operation is an uninspected slaughter operation that takes place on the farm premises.

Competitive Analysis

With numerous players vying for market share in the American beef industry, it is imperative for Serenity Farm Co to conduct a comprehensive competitive analysis to identify key competitors, assess their strengths and weaknesses, and determine the best positioning and differentiation strategies for sustained success in this challenging environment. The following are the company’s direct competitors:

• Savannah Ranch, situated in Southern Missouri near Pincher Valley, is a family-owned ranch that focuses on restoring grassland through professional grazing practices while producing healthy, high-quality, grass-finished beef. Specializing in red and black Angus cattle, the ranch also provides a unique free camping experience at designated locations on the property.
• Greene Farm is a family-owned and operated cattle-raising and selling business situated in Greene County, Missouri. With a strong commitment to organic and chemical-free practices, the brand has maintained certification in these areas for over a decade. This competitor also operates an online store where a variety of beef cuts are available for purchase.
• Cedar Co offers a herd share program for interested participants, providing an opportunity to be part of their cattle ownership. Located near the West River Valley in Missouri, the farm specializes in raising a small herd of low-line Angus cattle. With a focus on animal performance, ecosystem function, and pasture recovery, the business has developed a well-structured grazing plan to ensure sustainable farming practices.

While all of these identified competitors offer high-quality beef products, their cattle are grass-fed throughout the entire process which results in leaner meat with less marbling. In contrast, Serenity Farm Co implements a grain finishing method, which has been proven to yield beef of superior quality in terms of marbling, taste, and texture. This key differentiation sets Serenity Farm Co apart from these competitors, providing a unique selling proposition for customers who prioritize the exceptional flavor and tenderness that grain finishing brings to the beef.

Products and Services

Serenity Farm Co generates revenue through a dual approach: cultivating and selling premium Black Angus and Pure Wagyu alongside leasing office spaces in the property. In order to further diversify the revenue stream, the company plans to sell dry-aged beef through an e-commerce platform and introduce an innovative “Beef Masters” service. Through a broad range of offerings, Serenity Farm Co strives to satisfy various market needs and ensure a sustainable and robust business model.

Premium Quality Beef

The company specializes in wholesaling premium meat products derived from cattle bred and raised on the cattle farm. To cater to varying tastes and preferences, the company offers two kinds of beef:

• Black Angus: This type of meat is widely recognized for exceptional taste and tenderness, making it a preferred choice among beef enthusiasts. What sets Black Angus apart is the even distribution of thin layers of fat throughout the meat, resulting in a consistently flavorful, juicy, and succulent dining experience.
• Japanese Wagyu: This beef is highly coveted and considered one of the most luxurious meats globally. Its exceptional quality stems from the abundant marbling present in the meat, resulting in a sumptuous, buttery tenderness that distinguishes it from beef sourced from other cattle breeds.

The price of the meat will be determined during the grading process after slaughtering, taking into account factors such as marbling, tenderness, and overall quality. Given Serenity Farm Co’s commitment to meticulous care, it is anticipated that each cattle will yield consistently premium quality, which will command a higher price in the market.

Office Space Leasing

Serenity Farm Co offers a spacious 3,000 square foot building for lease, conveniently situated within the property but separate from the cattle farming operations. The building features a spacious office for administrative and managerial purposes; a storefront for conducting business with customers; a dedicated storage space for safekeeping and organizing various tools and machinery; and an ample parking space that could accommodate large vehicles. The building’s strategic location away from congested areas makes it particularly attractive for trucking companies.

A security deposit will be required upon leasing the building. This amount will be refunded upon the end of the lease agreement or at the time of the tenant’s departure from the property, provided there are no damages or outstanding obligations. Rent, on the other hand, will be collected via cash or check at the end of each month.

Dry-Aged Beef

To diversify the company’s revenue stream, Serenity Farm Co will also be selling in-house processed dry-aged beef. Dry aging is a traditional process that naturally tenderizes the beef and intensifies its flavor. This process involves hanging the meat in a controlled environment for a specified period, allowing the natural enzymes in the meat to break down the muscle tissue, enhancing its tenderness, and developing a unique, deep flavor that is highly sought after by gourmet chefs and connoisseurs.

Serenity Farm Co plans to sell dry-aged beef online through an e-commerce platform to cater to a broader market. This digital approach not only offers customers a convenient and seamless purchasing experience but also allows the company to extend its reach beyond local markets, thereby contributing to Serenity Farm Co ’s growth and profitability.

“Beef Masters” Service

The Beef Masters program is intended for customers or farming enthusiasts who seek a personalized approach to sourcing their meat, eliminating the need for investing in farm space or allocating time for hands-on care. This service offers two options: customers can bring their own cattle to Serenity Farm Co for care, provided they have obtained all necessary veterinary clearances; alternatively, customers have the choice to purchase a calf directly from the company. To maintain transparency, clients are encouraged to visit the cattle farm and actively monitor the progress of their cattle.

To avail of the service, customers will be required to pay a monthly fee that covers the costs of feed, veterinary care, and the expertise provided by the dedicated ranch team. This ensures that each cattle receives optimal care and attention throughout the growth journey, ultimately resulting in the production of excellent quality meat.

Competitive Advantages 

The following competitive advantages will help differentiate the company from the existing competition:

Quality over quantity: By focusing on producing premium beef rather than maximizing production, Serenity Farm Co ensures the delivery of top-grade products, which can command higher prices and increase customer loyalty.

Careful selection of cattle breeds: Serenity Farm Co ‘s use of superior genetics from Black Angus and Japanese Wagyu cattle ensures exceptional taste and quality, differentiating its products from those of competitors who may not be as selective in their breeding choices.

Woman-owned and led : As a woman-owned and woman-led business, Serenity Farm Co stands out in the predominantly male-dominated cattle farming industry, potentially attracting clientele who value diversity and inclusivity in their food providers.

Grain finishing: Serenity Farm Co ‘s practice of grain finishing ensures that its beef products possess rich flavors and desirable marbling, distinguishing them from competitors who solely rely on grass-feeding methods. This added step in the production process contributes to the overall quality and tenderness of the beef, providing product differentiation in the market.

Consistent slaughter schedule: The strategic decision to slaughter the cattle on a monthly basis sets Serenity Farm Co apart from competitors in terms of ensuring the freshness and quality of beef products. By implementing this approach, customers, specifically butcher shops will not have to allocate significant freezer space during the winter months when the local beef supply is typically limited.

Key Success Factors

Serenity Farm Co ’s success will be driven by the following key factors:

​​ Strong Leadership: The combined expertise of Ms. Stephanie Schmidt and Mr. Chad Wytt in business management and the agricultural industry will provide a strong foundation for effective decision-making, risk management, and overall operational success.

Diversified revenue streams: The company’s strategy of diversifying its revenue streams will help ensure financial stability and sustainability. This diversification reduces reliance on a single income source and will ensure the cattle farm weathers potential market fluctuations.

Focus on superior genetics: Serenity Farm Co ’s emphasis on selecting cattle breeds with exceptional genetics, such as Black Angus and Japanese Wagyu, will ensure consistent delivery of premium beef to customers and further strengthen the company’s reputation in the market.

Strong supplier and distributor relationships: Establishing robust relationships with suppliers for cattle feed and other essential inputs, as well as with butcher shops and other distribution partners for beef sales, will ensure a seamless supply chain and consistent market presence.

Continuous improvement and adaptability: Regularly assessing industry trends, customer preferences, and technological advancements will enable the cattle farm to adapt and innovate, ensuring its long-term competitiveness in the market.

Strategic location: Serenity Farm Co is strategically situated in Kansas City, Missouri, an area renowned for its fertile land and favorable climate for cattle farming. The location also places the company in proximity to key markets in Missouri and Oregon, facilitating efficient distribution and supply chain operations.

Sales and Marketing Plan

The sales and marketing plan lays out Serenity Farm Co’s strategy for expanding the customer base and growing the business. This section examines the key channels the company will use to promote its products and services, as well as the metrics that will be used to gauge success. Additionally, the plan will identify the strengths and weaknesses of the company, opportunities for growth and expansion, and potential threats that could impact business operations.

Target Customers and Channels

Serenity Farm Co has strategically selected Missouri and Oregon as the initial target markets due to several compelling reasons:

Geographical Proximity : Situated in Missouri, the cattle farm is positioned favorably for easy distribution across Missouri and Oregon. The close proximity facilitates lower transportation costs, ensuring that products maintain their freshness upon reaching the distributors.

Potential Distributors : With the presence of 199 butcher shops in Missouri and 283 in Oregon, there are ample opportunities for the cattle farm to establish partnerships, ensuring consistent distribution and access to a wide customer base.

Market Size: The number of households in Missouri and Oregon, standing at 1,633,220 and 2,041,830 respectively as of 2021, presents a sizable market for the cattle farm’s premium beef products.

Consumer Spending : As of 2019, the average spending on meat per household in Missouri and Oregon was estimated at $1,562 and $1,391 respectively. This reflects a strong demand for quality meat products in these provinces.

Serenity Farm Co operates with a diversified revenue stream and therefore has an equally diverse target customer base. In addition to B2B segments, such as butcher shops and trucking companies, the company will also cater to B2C segments, including farming enthusiasts and discerning meat consumers. To successfully reach and resonate with these varied customer segments, a highly customized and strategic marketing approach will be employed.

Local High-End Butcher Shops

A butcher shop is a retail establishment that primarily sells meat and poultry. These shops are typically managed by professional butchers who are skilled in the art of preparing and processing various cuts of meat. In addition to offering a range of meat products, many butcher shops may also sell related items like sausages, bacon, and other processed meat products. Butcher shops often source their products from local or regional farms, and many prioritize quality, sustainability, and ethical farming practices. Some butcher shops also offer services like custom cutting and packaging, and advice on cooking and preparing different cuts of meat.

Serenity Farm Co has already cultivated relationships with several high-end butcher shops within the Missouri and Oregon regions. These partnerships are founded on the promise of consistently supplying the finest quality beef from the company’s sustainably managed herds. 

Key Channels

Direct Outreach

The company will proactively reach out to potential partner butcher shops, presenting its value proposition and the benefits of sourcing high-quality, ethically-raised beef from the cattle farm. Depending on the circumstances, this approach may be through personalized letters, phone calls, or direct meetings.

Word of Mouth

Leveraging the tight-knit nature of the agricultural community, the cattle farm will engage with existing networks and contacts to spread the word about its superior beef products. This organic approach often leads to high-quality leads, as recommendations come from trusted sources within the industry.

Local contests

Serenity Farm Co will participate in local contests and events to gain wider recognition and credibility. Contests such as The Young Guns Contest and the Farmfair International not only offer opportunities for exposure but also allow the company to demonstrate its commitment to excellence and quality. The visibility gained from these events will help to position the cattle farm as a leading provider of premium beef, attracting the attention of potential partner butcher shops in the target provinces.

Farming Enthusiasts

The target market for the cattle farm’s “Beef Masters” service are farming enthusiasts residing in Missouri who are interested in cattle farming but may lack the necessary space or time to do so. These individuals have a genuine passion for agriculture and a desire to be involved in the farming process. They also value the opportunity to have a direct connection to their food sources, appreciate the benefits of locally sourced and ethically raised beef, and seek a convenient and accessible solution to participate in cattle farming.

Serenity Farm Co will leverage the power of word-of-mouth marketing through its partnerships with local butcher shops. When customers inquire about the source of the meat they purchase, the partner butcher shop will proudly inform them about the cattle farm’s “Beef Masters” service. By providing a positive and authentic endorsement, the butcher shop acts as a trusted advocate, sparking curiosity and interest among farming enthusiasts. This organic and genuine form of word-of-mouth marketing will help generate awareness and attract individuals who are seeking  direct involvement in the cattle farming process.

The cattle farm will utilize print ads strategically placed in partner local butcher shops to capture the attention of farming enthusiasts. These ads will highlight the benefits of having a direct connection to the farming process and enjoying locally sourced, high-quality beef. By focusing on locations frequented by the target market, the cattle farm can maximize visibility and attract farming enthusiasts who are already passionate about quality meat products.

Meat Consumers

Meat consumers constitute a diverse group, ranging from families to individuals, who enjoy and regularly purchase meat products for their dietary needs. These consumers appreciate the quality, flavor, and nutritional value that meat, specifically beef, brings to their meals. In the future, the cattle farm plans to cater directly to these consumers by selling dry-aged beef via an e-commerce platform. This strategy will allow the company to expand its reach beyond the local market, and directly engage with consumers who appreciate the exceptional quality and sustainable practices that the cattle farm represents.

Serenity Farm Co will be developing a website with ecommerce functionality to reach meat consumers across America. The company has identified a comprehensive website strategy aimed at attracting targeted traffic, generating valuable leads, and increasing conversions. To achieve these objectives, the following initiatives will be implemented:

• Search engine optimization (SEO): Serenity Farm Co will prioritize search engine optimization to improve the website’s visibility and to drive organic traffic. By conducting thorough keyword research, optimizing meta tags and descriptions, and creating high-quality content, the company aims to rank higher in search engine results and attract potential customers actively searching for premium processed beef products.
• Testimonials and reviews: Genuine customer testimonials and positive reviews will be prominently displayed on the website to build trust and credibility. Potential customers will have the opportunity to read about the experiences of satisfied customers, increasing their confidence in Serenity Farm Co ’s products and encouraging them to take action.
• Clear Calls-to-Action (CTAs): Well-placed and compelling CTAs will guide visitors to take desired actions, such as adding products to their shopping carts, making inquiries about the products, or subscribing to the company newsletter. The CTAs will be optimized for maximum visibility and effectiveness, encouraging visitors to take the next step in their customer journey.

Key Performance Indicators

Serenity Farm Co ’s success and progress will be measured by the following KPIs:

• Feed conversion ratio (FCR)
• Average daily gain (ADG)
• Livestock mortality rate
• Calving rate
• Time to market rate
• Total sales volume in pounds
• Average selling price
• Revenue per cut sold
• Inventory turnover
• Occupancy rate
• Tenant retention rate
• Rent collection efficiency
• Lease turnover time
• Customer acquisition cost
• Customer retention rate
• Customer lifetime value
• Average order value
• Net promoter score
• Employee turnover rate
• Training costs
• Absenteeism rate
• Staff productivity
• Safety incidents
• Gross margin 
• Net profit margin
• Debt-to-equity ratio
• Current ratio
• Positive cash flow

SWOT Analysis

• Highly experienced and passionate management team, well-equipped to drive the cattle farm’s success
• Premium breed selection, including Black Angus and Japanese Wagyu, known for superior taste and tenderness
• Strategic and highly accessible location which allows for convenient transport to slaughterhouses and butcher shops
• Diversified revenue stream that will significantly contribute to financial stability
• Reliance on external contractors for certain day-to-day tasks, such as butchering, cleaning, and veterinary services
• Capital intensive business model, requiring significant investment in land, equipment, and livestock
• Initial lack of brand recognition as a new entrant in the market could be a barrier in attracting customers
• Limited workforce with a relatively small team handling multiple roles

Opportunities

• Growing consumer demand for premium, locally sourced meat products
• Potential partnerships with local restaurants and specialty food stores
• Possibility to further diversify revenue stream and tap into agritourism
• Government initiatives and subsidies for the agricultural sector for financial support
• Intense competition from other established players offering similar products
• Unforeseen events, such as disease outbreaks or extreme weather conditions
• Changing regulatory requirements and compliance standards
• Fluctuations in the prices of cattle feed and other farm inputs

Operational Plan

The operational plan serves as the backbone that outlines the fundamental actions required to ensure Serenity Farm Co ’s operations run efficiently and effectively. 

Hours of Operations

The operating hours of the different departments at the cattle farm will vary depending on specific day-to-day responsibilities, as discussed in this section.

The management team at the cattle farm adheres to a regular work schedule to ensure consistent and reliable communication with staff, vendors, and clients. This structured routine facilitates regular oversight, informed decision-making, and seamless operations within the company.

Since the nature of the cattle farming industry often requires flexibility and adaptability, the management team is prepared to work beyond these hours or on weekends, as needed, to address urgent matters, monitor progress, or supervise specific activities on the cattle farm.

Cattle Farming Operations

Employees and contractors, directly involved in the care and management of the herd, operate on a flexible schedule that revolves around the needs of the livestock. This will typically be an eight-hour workday, although the hours may vary depending on the specific requirements of the day, such as the calving season or during emergencies.

Given the nature of cattle farming, which often requires round-the-clock attention, the team is ready to work beyond the standard hours or even on weekends when necessary. This adaptive approach ensures the health and well-being of the herd are always prioritized, and that the company’s operations run seamlessly at all times.

Serenity Farm Co has identified a strategically located 148-acre property at 53224 Range Rd 12, Kansas City, Missouri, for acquisition. This expansive area provides ample space for the company’s cattle farming operations, ensuring optimal conditions for the growth and development of the livestock. Another key advantage of this location is its proximity to several slaughterhouses and butcher shops. This placement will allow the cattle farm to effectively manage the supply chain, reduce transport times and ensure the integrity and freshness of the meat products. This location not only streamlines the logistical aspects of the business but also enables smoother and faster transactions with both suppliers and customers, ultimately enhancing the company’s overall operational efficiency.

In addition to the vast farming area, the property features a separate 3,000-square-foot building, intended to be leased out as a supplemental source of revenue. The building’s isolated location, away from the farming operations, ensures a conducive work environment for businesses, more specifically for those requiring substantial space away from congested areas.

Operational Process

The following table provides an overview of the operational process at the cattle farm:

Serenity Farm Co , operating within the jurisdiction of Missouri, falls under the regulatory framework established by the province for farm and ranch operations. These regulations encompass areas such as workplace safety and employment standards, all of which the cattle farm fully intends to comply with to foster a safe, ethical, and conducive work environment that promotes employee satisfaction and productivity.

Occupational Health and Safety Act

Farm and ranch owners who employ at least one waged non-family worker, are required to adhere to generally accepted industry standards and to apply general health and safety principles, as part of the basic safety standards set by the Occupational Health and Safety (OHS) Act. Under these standards, workers are entitled to three fundamental rights:

• The right to refuse dangerous work: Employees can reject work that they believe poses a serious risk to their health and safety.
• The right to be informed of potential hazards: Workers should be given access to vital workplace health and safety information, and they should be made aware of potential risks associated with their work.
• The right to participate in workplace health and safety: Workers are allowed to contribute to the establishment and maintenance of safety procedures in the workplace.

The OHS rules apply only to waged, non-family workers present on the farm or ranch. These rules do not extend to family members of the owner or to non-work related activities carried out on the premises, such as recreational activities like horseback riding or hunting. The rules also do not cover the private residence areas of the farm or ranch, such as the lawn, backyard, or garden.

Employment Standards Code

Employment standards set out the basic terms and conditions of employment for waged, non-family workers on farms and ranches. The following rules apply specifically to establishments that employ six or more workers for a period of at least six consecutive months:

• Minimum wage: The minimum wage for workers is set at $15 per hour. However, for students under 18 years of age, the minimum wage is reduced to $13 per hour.
• Unpaid, job-protected leaves: After 90 days of employment, workers are entitled to various types of unpaid, job-protected leaves. Including maternity, paternity, bereavement leave, and long-term illness leave, among others.
• Vacations and vacation pay: After one year of employment, workers are entitled to two weeks of vacation. This increases to three weeks after five years of service. Vacation pay is calculated as a percentage of the worker’s earnings – 4% for up to five years of employment, and 6% after five years.
• Payment of earnings and employment records: Employers are required to promptly pay salaries to their employees and to maintain proper employment records.
• Termination notice and pay: If an employer intends to terminate the employment of 50 or more employees at a single location within a 4-week period, the employer must give the Minister of Jobs, Economy, and Northern Development a written notice of at least 4 weeks.

Workers’ Compensation

The Workers’ Compensation Board of Missouri provides insurance coverage for work-related injuries, offering protection to both workers and employers. This no-fault coverage applies regardless of who is responsible for the workplace injury. For farm and ranch operations, there are specific requirements regarding workers’ compensation depending on the size and tenure of the workforce.

• Large employers: Securing coverage is mandatory for farm and ranch operations with six or more waged, non-family workers, who have worked for at least six consecutive months. This coverage can be obtained through the WCB or through private insurance providers.
• Small employers: In contrast, coverage is optional if a farm or ranch operator employs five or fewer waged, non-family workers, or if they hire workers for less than six consecutive months.

Procurement

Serenity Farm Co ’s procurement plan ensures that all necessary equipment, feed, and resources are acquired to support the day-to-day operations of the farm. The plan will be periodically reviewed and adjusted as necessary to ensure it continues to meet the needs of the company’s operations and the health requirements of the herd.

During the initial phase, the cattle farm will be procuring livestock for the purpose of breeding and initial rearing, taking into account the time required to establish a sustainable breeding program. The procurement of livestock will include the following breeds:

• Black Angus (to be sourced from a trusted local breeder)
• Japanese Wagyu (to be imported from a reputable ranch in Australia)

Farm Machinery

• 100 HP Tractor: This large-scale tractor is essential for tasks such as plowing, tilling, hauling, and the overall maintenance of the pasture lands.
• Feed Wagon: The Feed Wagon is required for the efficient distribution of feed to the cattle, ensuring that all animals receive adequate nutrition.
• Skid Steer: Already owned by the company, the Skid Steer is a compact and agile machine used for various tasks, including moving hay and clearing manure.
• Loader: The Loader is used for heavy lifting tasks around the farm, such as loading and unloading supplies, and moving large amounts of feed.
• Imported hay: To maintain the health and well-being of the cattle during the winter months, the cattle farm will procure imported hay for supplemental feeding. This will ensure that the cattle receive the necessary nutrients when fresh grass is unavailable due to seasonal changes.
• Rolled barley: Essential for the finishing stage, rolled barley will be procured to ensure that cattle receive the necessary nutrition for optimal growth and meat marbling during the last 90-100 days before slaughter.
• Risk Analysis

Mitigation Plan: Serenity Farm Co will implement stringent health and hygiene protocols, regular veterinary checks, and vaccinations to ensure the health of the livestock. Additionally, the company will set aside a contingency fund to cover potential losses and ensure business continuity in the event of any disease outbreak.

Supply chain disruptions

Description: Disruptions in the supply chain, such as the import of Wagyu cattle from Australia or the supply of feed for the herd, could lead to production delays and increased costs.

Mitigation Plan: Serenity Farm Co will establish strong relationships with multiple suppliers to ensure a steady supply of necessary resources. Moreover, an adequate stock of essential supplies will be maintained as a buffer against potential disruptions.

Extreme weather

Description: Extreme weather such as droughts, floods, and storms, can negatively impact the productivity of the cattle farm. These occurrences can damage infrastructure, disrupt operations, and affect the health and well-being of the herd.

Mitigation Plan: In addition to regularly monitoring weather forecasts, the cattle farm will develop and implement an emergency response plan to address potential extreme weather events and minimize operational disruptions. The company will also explore insurance options to protect against losses caused by natural disasters.

Regulatory changes

Description: The cattle farm operates in a heavily regulated industry, and changes in regulations can affect the way the company conducts day-to-day business. Moreover, violating these regulations can result in fines, penalties, and potential reputational damage.

Mitigation Plan: Serenity Farm Co will stay informed of all relevant regulations and maintain open communication with regulatory bodies. The company will also be proactive in conducting regular internal audits and providing training and support to employees to ensure adherence to all regulatory requirements.

Organizational Plan

The organizational plan outlines the company’s approach to managing human capital. This plan will be periodically assessed and refined to ensure that the cattle farm remains adaptable and responsive to emerging opportunities and challenges.

Organizational Structure

Serenity Farm Co has a well-defined organizational structure to ensure efficient coordination among teams. The structure is designed to promote collaboration and communication, as well as to provide clear lines of authority and responsibility.

Management Team

Stephanie Schmidt

Owner and Operator

Ms. Stephanie Schmidt is an accomplished businesswoman with a profound appreciation for agriculture. Graduating high school early on the merit of high grades, Ms. Schmidt’s career began in 2009, combining a lifelong affinity for animals with an entrepreneurial spirit. This blend of passions led Ms. Schmidt from hands-on experience on a poultry and crop farm to building successful enterprises in the construction sector. Having successfully managed multiple businesses in the past 7 years, Ms. Schmidt is now ready to take on a new venture. Ms. Schmidt  aspires to create a sustainable farm that not only nourishes the immediate family but also contributes to the health of other American families who value quality and transparency in their food sources. With an innate understanding of farming practices, combined with a robust experience in business management, Ms. Schmidt is poised to lead the cattle farm to success.

Farm Coordinator

Having grown up on a dairy farm in Portland and later transitioning into the construction and oil field industries, Mr. Chad Wytt, has been dedicated to quality work from day one. Mr. Wytt has extensive experience in the cattle industry having worked on numerous ranches and farms in Missouri. Furthermore, Mr. Wytt plans to transfer this knowledge to a position as Farm Coordinator of the cattle farm.  By working closely with a Farm Hand and third-party contractors, Mr. Wytt will ensure a smooth operation and the success and sustainability of the business.

Personnel Plan

This personnel plan provides an overview of the duties and responsibilities of each employee and contractor within the company, offering clarity on individual duties and fostering a culture of accountability and effective management. In the early stages of the cattle farm, the Owner will take an active role in assuming specific responsibilities to ensure smooth day-to-day operations. By clearly defining the scope and mandates of each team member, the company aims to cultivate a cohesive and efficient team capable of working collaboratively toward achieving the company’s goals. 

Farm Manager

• Oversee the company’s daily operations, including livestock care and resource management
• Develop and implement strategic plans in collaboration with the Owner
• Act as the first point of contact for the veterinary services, suppliers, and partners
• Supervise Farm Hands, ensuring accurate and timely completion of tasks
• Ensure compliance with animal welfare standards and other relevant regulations
• Perform daily livestock care tasks, including feeding, watering, and health monitoring
• Provide assistance in herd management, especially during calving and medical treatments
• Maintain farm cleanliness and ensure that all equipment and facilities are in order
• Provide assistance in the loading and unloading of supplies, as well as the transport of cattle
• Report livestock health issues or concerns promptly to the Farm Manager

Veterinarian

Part-time or as required

• Conduct regular health checks and provide medical care for the cattle
• Administer vaccinations and other preventive treatments to maintain the herd’s health
• Perform specialized procedures, such as embryo transplanting and flushing
• Provide emergency care for injured or sick cattle
• Consult and advise on best practices for animal health, nutrition, and breeding
• Provide expert meat processing services, including cutting, and packaging
• Ensure compliance with food safety and quality standards
• Ensure the integrity and freshness of processed meat products
• Collaborate with the Farm Manager to plan slaughter schedules based on supply and demand
• Maintain and sanitize butchering equipment and facilities
• Maintain cleanliness and orderliness of the cattle farm’s facilities
• Perform deep cleaning and other additional cleaning tasks as needed
• Dispose of waste materials in a safe and environmentally friendly manner
• Sanitize equipment and workspaces to maintain health and safety standards
• Report any maintenance issues or repairs needed during their cleaning routines

Financial Plan

The following financial projections have been carefully crafted by the management team of Serenity Farm Co. All projections are forward-looking and are dependent on securing the required financing.

Pro Forma Income Statement

Pro Forma Cash Flow Statement

Pro Forma Balance Sheet

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B.C. tree-fruit growers will benefit from three new or updated financial supports and changes to help stabilize their bottom line and overcome significant challenges posed by extreme weather, market instability and the recent closure of the BC Tree Fruits Cooperative.

The supports are part of a package of actions being taken to protect and strengthen the tree-fruit sector and support those whose livelihoods depend on it.

“Locally grown fruit is loved across B.C., but for the last few years, farmers and the industry as a whole have faced unprecedented challenges,” said Premier David Eby. “From extreme weather driven by climate change to the closure of the processing co-operative, growers need support if they are going to be able to survive and thrive in the future. We’re taking action now at the provincial level, and also championing important changes needed from federal government. Farmers need all levels of government to pitch in during this critical moment.”

The Province is enhancing its AgriStability program to raise the AgriStability compensation rate to 90% and double the compensation cap for all farmers for the 2024 program year. This will provide an estimated $15 million in immediate relief to farmers in need. This enhancement will help stabilize farm income and help farmers manage the increasing risk due to extreme weather. Late enrolment will also be available for producers not enrolled in the AgriStability program.

The new Tree Fruit Climate Resiliency program will provide $5 million to help tree-fruit farmers buy equipment and pursue projects that were not eligible under previous programs. This will strengthen farm resilience and preparedness for extreme weather. This program will build on the successful extreme weather preparedness program and recognizes the effect of climate-change events on the tree-fruit sector during the past few years.

“This has been a challenging time for farmers, including B.C. fruit growers. Our government has been listening to them. What we are hearing is everyone is facing different challenges, but the common denominator is that farmers need help now with their bottom line,” said Pam Alexis, Minister of Agriculture and Food. “Today’s announcement reflects both short-term support with more money available to farmers through AgriStability payments, and longer-term support with a new climate resiliency program so growers can plan and ensure there is a sustainable supply of B.C. cherries, peaches, apples and other tree fruits in future years.”

Sukhpaul Bal, president, BC Cherry Association, said: “The BC Cherry Association is pleased with today’s announcement by the B.C. government. Extreme weather events over the past five years have been devastating for agriculture in B.C., and As resilient as farmers are, this support recognizes these sudden changes in climate go far beyond what they can handle. Moving forward, British Columbia can and should be a leader in food production, but we recognize this needs an agricultural strategy that re-examines the entire food system and an unprecedented investment in agriculture. Finally, we would like to thank and acknowledge ministry staff for working tirelessly with industry leaders in providing this immediate support and we look forward to working collaboratively on long-term, sustainable strategies and solutions.”

To support the longevity and sustainability of the sector, Premier Eby and Alexis have directed the Ministry of Agriculture and Food to begin developing, in consultation with industry, options for a one-time fund with an emphasis on smaller producers.   

“We are appreciative of the Province’s actions to support the tree-fruit sector, which has been grappling with significant challenges for the past four years,” said Peter Simonsen, president, BC Fruit Growers Association. “The enhancements to the AgriStability program and the introduction of the Tree Fruit Climate Resiliency program are positive steps toward stabilizing our industry, and we are particularly encouraged by the development of a one-time Climate Change Response Fund that can provide immediate relief to our farmers who are on the front lines of climate change. However, we must remember this is just the first step in a long journey. There is much more work to be done to ensure the sustainability and growth of our sector. We look forward to working closely with the Province and all levels of government to ensure the longevity of the B.C. tree fruit sector.”

The Ministry of Jobs, Economic Development and Innovation has offered community transition team supports to the Town of Oliver to assist adversely affected workers in the tree-fruit sector.

The Province continues to work directly with producers to mitigate impacts of the BC Tree Fruits Cooperative closure, including an industry-led emergency table created to find solutions to issues such as certifications for export, logistics and cash flow, as the Ministry of Agriculture and Food continues to connect growers to options for storage and packing facilities. The ministry has also been directed to explore options to support the co-operative's receiver and any private-sector interests in protecting certain functions of the BC Tree Fruits Cooperative to meet the needs of growers.

Learn More:

More information for BC Tree Fruits Cooperative members as well as an online grower survey where growers can identify their immediate needs can be found online: https://www2.gov.bc.ca/gov/content/industry/agriculture-seafood/animals-and-crops/crop-production/tree-fruits/information-for-bc-tree-fruit-cooperative-members

To access the AgriStability Enhancement Program, farmers must be enrolled in the federal-provincial AgriStability program. To enrol, visit: https://www2.gov.bc.ca/gov/content/industry/agriculture-seafood/programs/agriculture-insurance-and-income-protection-programs/agristability-2024

For more information about the programs with which the Province supports farmers, visit: https://www2.gov.bc.ca/gov/content/industry/agriculture-seafood/programs

For more information about the Tree Fruit Stabilization Plan, visit: https://www2.gov.bc.ca/gov/content/industry/agriculture-seafood/animals-and-crops/crop-production/tree-fruits

Three backgrounders follow.

Backgrounders

Facts about government support for b.c.'s tree-fruit industry.

The Province has delivered more than $200 million in support to tree-fruit growers since 2020, including more than $158 million in business risk management payments, as well as the perennial crop renewal program, Buy BC and funding to support the Tree Fruit Industry Stabilization Plan. 

• The AgriStability Enhancement Program is available to all B.C. farmers, regardless of their commodity, and will pay farmers the difference between the base AgriStability compensation rate of 80% and a new compensation rate of 90%.
• The Enhancement Program will provide farmers with a higher payment cap of $6.2 million, compared to the regular AgriStability cap of $3 million and will pay the difference farmers are eligible to receive.
• Several advance payments have been made to tree fruit growers for the 2024 crop year.
• Late enrolment in AgriStability will be made available.
• AgriStability participation has been increasing in B.C., with more than 3,000 farmers enrolled for the 2024 program year.
• The plan was endorsed by all industry stakeholder groups.

Immediate actions in response to the closure of the BC Tree Fruits Cooperative

Ministry of Agriculture and Food staff have been engaging with growers and stakeholders ever since the BC Tree Fruits Cooperative announced its decision to close. This emergency group includes the BC Fruit Growers Association, BC Cherry Association, individual farmers and private packing houses, and is working urgently on solutions to help co-operative members:

• The Ministry of Agriculture and Food has had individual calls with 10 packers on the volume of BC Tree Fruits Cooperative fruit they are taking on.
• More than 60,000 bins of former co-operative fruit will be shipped to packing houses.
• A majority of co-operative apple growers have found alternate arrangements.
• Meet market requirements by ensuring growers have the needed food-safety certifications in place.
• Maintain their operations by identifying options to support cash-flow challenges facing members owed outstanding payments from the co-op.
• Stay connected so growers, industry organizations and the Province all have the most current information.

The Ministry of Agriculture and Food continues to offer specialized assistance to any producers who have not made arrangements with a private packer and are in need. Growers in need of support can call the AgriService BC line at 1 888 221-7141, with representatives available in English or Punjabi, or visit a tree fruit support website that has been set up by the ministry: https://www2.gov.bc.ca/gov/content/industry/agriculture-seafood/animals-and-crops/crop-production/tree-fruits/information-for-bc-tree-fruit-cooperative-members

The Ministry of Jobs, Economic Development and Innovation is working in close co-ordination with the Ministry of Agriculture and Food to ensure alignment of efforts to support the affected workers and growers.

The Ministry of Jobs, Economic Development and Innovation’s community transition team has reached out to the Town of Oliver to offer team supports. The community has accepted the invitation. The team will work prudently to co-ordinate the timing of supports for affected workers in tandem with Ministry of Agriculture and Food.

Federal and provincial financial, regulatory supports for tree-fruit growers

Call for meaningful changes to Business Risk Management Programs:

The Ministry of Agriculture and Food has advocated strongly at federal/provincial/territorial (FPT) tables for the need to review the Business Risk Management suite of programs. In July 2024, at the most-recent ministerial FPT meeting, PTs and Canada agreed to review the suite of programs with urgency. Staff have been tasked with this review and the identification of proposals for consideration at the next Ministerial FPT meeting in January/February 2025.

Call for matching funding for replant program:

B.C.’s new expanded replant program, announced in March 2024 and launching in September, adds additional support to help B.C. tree-fruit growers, and ensures British Columbians have a sustainable supply of local fruit now and in the future. The Province is requesting the federal government match funding 50/50.

Call for review of supports provided to North American competitors:

The Province is requesting the federal government complete a comparison of subsidy frameworks provided to competitors in the United States, and implement changes as needed to address competitiveness challenges for B.C. growers.

Call for loan relief for growers:

The B.C. government is urging the federal government to provide relief to growers that participate in the federally funded Advance Payment Loan Program (APP) by granting an immediate two-year stay of default for growers unable to repay their 2024 loans. Additional flexibility on the timing of APP loan repayment dates would alleviate immediate cash-flow challenges and provide growers with the necessary time to make their APP repayments.

The Province has also asked for the federal government to enable B.C.'s Business Risk Management programs to halt deductions from APP outstanding balances for one year.

AgriStability fund:

The Province is creating an AgriStability fund of as much as $15 million to fund a 10% compensation rate increase and an increase to the maximum annual compensation per producer for claims submitted for the 2024 year. Farmers enrolled in AgriStability do not need to do anything to qualify for this support and enhancement program funding will flow automatically when their AgriStability payments are calculated.  

B.C. also requested and received approval from the federal government to allow farmers late participation in the federal-provincial AgriStability program. Those who did not apply by the April 30, 2024, deadline now have until April 30, 2025, to enrol for the 2024 program year, giving them extra time to assess their needs.

Tree Fruit Climate Resiliency program:

A new Tree Fruit Climate Resiliency program for the tree-fruit sector will invest $5 million in tree-fruit farmers to help them buy equipment and pursue projects to strengthen farm resilience and preparedness for these extreme weather events. This program will build on the successful extreme weather preparedness (EWP) program and recognizes the significant impact of climate-change events on the tree fruit sector over the past year.

This new funding stream is for mitigative infrastructure projects responsive to extreme cold, frost and hail, cost-shared at 80/20 with growers. The current EWP funding streams are cost-shared 50/50 and fund projects responsive to heat, wildfire and drought.

Exemption to 50% Agricultural Land Reserve ( ALR) rule:

With the closure of the co-operative, many private packing houses will be taking in an increased volume of fruit from farms across the region. To support and provide a legal pathway for the storage, packing and marketing of this fruit, the Province is making a temporary exemption to the 50% ALR rule for tree fruits, which is the requirement that value-added products processed on the ALR must have at least 50% of the processed product sourced from the farm itself or from a formal collective of farms (a co-operative). The Ministry of Agriculture and Food will consult with industry to determine the length of term for this temporary exemption and implement the change in August 2024.

Development of a one-time climate-change response fund:

The Ministry of Agriculture and Food has been directed to begin developing, in consultation with industry, parameters for a one-time climate change response fund to allow for longevity and sustainability in the tree-fruit sector. This fund would be targeted at smaller, family-run farms based on the number of acres (or hectares) in the operation.

• TreeFruitSupport_Chinese(simplified).pdf
• TreeFruitSupport_Chinese(traditional).pdf
• TreeFruitSupport_French.pdf
• TreeFruitSupport_Punjabi.pdf

Related Articles

Canada, b.c. increasing food chain transparency.

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The B.C. Public Service acknowledges the territories of First Nations around B.C. and is grateful to carry out our work on these lands. We acknowledge the rights, interests, priorities, and concerns of all Indigenous Peoples - First Nations, Métis, and Inuit - respecting and acknowledging their distinct cultures, histories, rights, laws, and governments.

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Game of inches: Lobster fishermen say tiny change in legal sizes could disrupt imperiled industry

FILE - Lobsters sit in a crate at a shipping facility on Nov. 18, 2020, in Arundel, Maine. (AP Photo/Robert F. Bukaty, File)

FILE - Lobster fishermen work at sunrise, Sept. 8, 2022, off Kennebunkport, Maine. (AP Photo/Robert F. Bukaty, File)

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PORTLAND, Maine (AP) — Gerry Cushman has seen Maine’s iconic lobster industry survive numerous threats in his three decades on the water, but the latest challenge — which might sound tiny — could be the biggest one yet.

Lobster fishing is a game of inches, and the number of inches is about to change . Fishing regulators are instituting a new rule that lobster fishermen must abide by stricter minimum sizes for crustaceans they harvest.

The impending change might be only 1/16th of an inch or 1.6 millimeters, but it will make a huge difference for fishermen when the fishery is already facing major threats from climate change and new rules designed to protect whales, numerous lobster fishers told The Associated Press.

Interstate fishery regulators, however, say the change is necessary to preserve the future of the lobster population off New England as the species shifts farther north with warming waters.

In addition to causing a dispute between fishermen and regulators, the change has led to confusion about the ramifications for international trade in one of the world’s most popular seafoods .

“We don’t need any more, really, on our plate. It’s just a lot going on, one fight after another,” Cushman, 55, a boat captain who fishes out of Port Clyde, said. “We don’t need anything in the marketplace to lower the price of lobsters.”

Fishermen are pushing back at the new rules slated to go into effect next summer, because they fear even such a small change could dramatically alter their ability to fish. They also say it would put them at a competitive disadvantage with Canada, which harvests the same lobster species and has more relaxed rules. Some worry the size change could glut the market with lobsters in future years.

But recent surveys have shown a decline in baby lobsters off Maine, and regulators with the Atlantic States Marine Fisheries Commission say that could foreshadow a decline in catch.

“We’re seeing a decline in recruits that will probably result in a decline in adults later on,” said Caitlin Starks, a senior fishery management plan coordinator with the commission.

America’s lobster catch is already dipping — the haul in Maine, which harvests most U.S. lobster, fell from a high of 132.6 million pounds in 2016 to 93.7 million last year.

The minimum size change applies to the Gulf of Maine, a piece of ocean off New England that’s one of the most important lobster fishing grounds in the world. Under commission rules, the legal harvesting size for lobsters would change there if the young lobster stock in the gulf dropped by 35%.

Officials said last year the stock declined by 39% when comparing 2020-22 to 2016-18. That surprised both regulators and fishermen, and led many fishermen to question the accuracy of the commission’s data.

Nonetheless, regulators say the minimum size on the gauges fishermen use to measure lobsters will increase to 3 5/16 inches (8.4 centimeters) on July 1 and grow another 1/16th of an inch two years later.

Some conservationists support the changes, which they feel will protect lobsters from depletion from overfishing. That’s especially important “in the face of unprecedented climate change in the Gulf of Maine,” said Erica Fuller, an attorney in the ocean program at Conservation Law Foundation.

Scientists say the gulf is warming faster than most of the world’s oceans .

“Analysis shows that the proposed increase in gauge size will contribute to the long-term health and resiliency of the lobster stock by increasing its spawning stock biomass,” Fuller said.

The changes do not apply in Canada, which has an even larger lobster fishing industry than the U.S. Some fishing grounds there already allow smaller lobsters to be caught than U.S. rules allow.

Canadian authorities and trade groups are closely watching regulatory actions in the U.S.

This month, the Atlantic States commission approved new rules to prevent the U.S. from importing sub-legal lobsters from Canada. The Canadian government is “committed to working with the Canadian fishing industry to help ensure continued market access,” said Barre Campbell, a spokesperson for Fisheries and Oceans Canada.

Inability to sell lobsters to the U.S. could result in Canadians relying more on other foreign markets, said Geoff Irvine, executive director of the Lobster Council of Canada. China is a major buyer from both countries.

“If we can’t sell those percentages of that size lobsters to the U.S. anymore, we have to find places to sell it,” Irvine said. “What does that mean for prices, what does that mean for harvesters?”

The changes will likely have a major impact on the lobster industry but might not trickle down to U.S. consumers, said John Sackton, a longtime seafood industry analyst. Prices this summer have been down compared to recent years, according to trade data. Whether that continues depends in part on how large the catch is for the rest of the year, Sackton said.

Some scientists who study the fishery have supported the minimum size change. Richard Wahle, a retired University of Maine marine sciences professor who has studied lobsters for decades, called it a “prudent” measure to protect the fishery’s future.

But the lobster industry sees a different story, said Patrice McCarron, executive director of the Maine Lobstermen’s Association, the oldest and largest fishing industry association on the East Coast.

The association believes the action isn’t needed at this time.

While recent lobster hauls are down from the 2010s, the group argued in commission testimony that they remain much higher than previous decades and that lobstermen also face “extreme regulatory uncertainty due to future whale rules .”

Rep. Jared Golden, a Democratic congressman who represents the Maine coast, proposed an amendment in July to block the size changes.

“It’s clear that regulators need to work much closer with fishermen to keep the industry sustainable and competitive,” Golden said.

Follow Patrick Whittle on X, formerly Twitter: @pxwhittle.

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U.S. Unveils Price Limits for 10 Costly or Common Medications

The Biden administration said it would have saved $6 billion had the new prices been in effect last year.

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By Noah Weiland and Rebecca Robbins

Noah Weiland covers federal health policy, and Rebecca Robbins covers the pharmaceutical industry.

The Biden administration on Thursday unveiled the results of landmark drug price negotiations between Medicare and pharmaceutical companies, allowing President Biden and Vice President Kamala Harris to cast themselves as confronting the drug industry on behalf of older Americans at a critical moment in the presidential campaign.

The negotiated prices, which take effect in 2026, are expected to save billions of dollars for Medicare, which is funded by taxpayers. But they will lead to direct out-of-pocket savings for only a subset of the millions of older Americans who take the drugs subject to negotiations.

Other provisions of the law that created the drug negotiation program, such as capping patients’ expenses for insulin and their yearly out-of-pocket drug costs, will do more to save older Americans money at the pharmacy counter.

The 10 drugs subject to negotiations include widely used blood thinners and arthritis medications. Had the new prices been in effect last year, administration officials said, Medicare would have saved $6 billion, which would have reduced its spending on those drugs by 22 percent.

“This is a fight all of us have been fighting for a long time: taking on Big Pharma,” Mr. Biden said at an event in Maryland celebrating the announcement, where he and Ms. Harris had their first joint public appearance since she took over the Democratic presidential ticket.

The negotiations, a longtime aspiration of Democrats, are the first that the federal government has directly conducted with drugmakers on behalf of Medicare beneficiaries. Mr. Biden on Thursday recalled working on legislation as a senator in the 1970s that would have allowed Medicare to negotiate prices directly.

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