Progress 09/15/23 to 09/14/24
Outputs
Target Audience:The target audience is beginning specialty crop farmers with farm work experience and an interest in establishing their own enterprise but without the business skills or financial wherewithal to immediately do so. Many farms in the region provide entry-level training to aspiring farmers with little to no experience. However, at the next stage of development, when they have ideas, skills, and initiative for their own enterprise but are not yet capable of purchasing land and water, these beginning farmers often leave our rapidly-developing region in search of more affordable land access. The Accelerator is filling this critical gap, retaining these much-needed farmers in Northern Colorado. Audience: Limited Resources Producers Organic Producers: Small Farms Specialty Crop Producers: Traditional Commercial Producers: Urban Producers Participants Served: Started Farming: 1 Helped to prepare to start farming: 1 Improved Farming Success: 3 We served 2 beginning producers specifically through this reporting period as participants in the program. One Participant in his 3rd year in the program, and one participant in his first year of the program. We also worked with a farm on property to incorporate a shared ownership model for a new producer. Our total number of producers served under the proposed audience also included our public access classes including topics over Cover Crop management, Agricultural Taxes, Bookkeeping, Grant writing & funding opportunities, and soil health. Including all participants of the program and producers outside the official program who attended, toals of approximately 80individual producers locally. Changes/Problems:Functional infrastructure (especially wash, pack, and storage) remains a work in progress, as it seems to always be on a farm! It would be ideal to have these fully developed before starting the program, but it is also hard to fund the development of these prior to having a program. At the same time, since participant needs are individual it is hard to know exactly what infrastructure is needed. Nevertheless, years have highlighted the importance of infrastructure development and we are much closer to solutions. Also, we would have more foundational Standard operating procedures in place with partners on the shared land. We are in a very unique land access situation with the FDS site being owned by the City of Fort Collins, Leased to a land cooperative, then leased to us and other established producers. We have spent this past year developing scalable, equitable expectations, roles and responsibilities that have slowed our capacity for bringing on high volumes of participants, but has also allowed us to create a novel and tested framework for implementing a program like this and a partnership based model that is mutually respectful and beneficial. Challenges: Infrastructure that fits needs and is scalable Roles and responsibilities on a shared property (Especially shares resources like water, electricity, weed management, shared spaces) Clear expectations and roles of who to go to when things go wrong or certain permissions need to be had More turn key access to educational resources that are seasonally relevant More Market opportunities to increase sales: Creating more novel markets to meet producers where they are at! What opportunities for training and professional development has the project provided? Delivery Total Meetings: 10 Total Meeting Participants: 30 (10 meetings, 3 participants each) Total Webinars: 3 Total Webinar Participants: 125 (including collaborative partner webinars) Total Website Visits: 605 Total Online Course Participants: 75 (estimated) Meetings 5/31/2023: Fort Collins, CO -- Number of Attendees 40: Monthly meetings with participants and mentor farmers/PVCFonsite. Webinars 2/6/2023: Number of Attendees 30 2/1/2024: Number of Attendees 30 3/1/2024: Number of Attendees 25 During this reporting period, we collaborated with Colorado State University to implement the Building Farmers' Course, incorporating a new participant into the program. Additionally, we hosted a series of "a la carte" professional training sessions in partnership with Larimer County, the Natural Resources Conservation Service (NRCS), CSU, and the Rocky Mountain Farmers Union (RMFU). These sessions covered essential topics such as tax literacy and filing assistance, revenue and invoice management, soil health and regenerative practices, cover crop resources, and machinery training, which helped participants gain critical skills. Throughout this reporting period, the project has offered participants several valuable training and professional development opportunities, equipping them with skills essential for growing their farm businesses. A key training resource has been our collaboration with CSU Extension to provide access to the Building Farmers Program. Held from January to March 2023, this program serves as a core first-year curriculum for Accelerator participants. The Building Farmers Program consists of evening classes designed to help new farmers explore farming as a business, while offering experienced farmers tools to enhance management, production, and marketing. Through the program, participants identify their short- and long-term business goals, perform SWOT analyses, and develop strategic marketing plans. They also learn to track financial metrics, assess labor as a cost, and understand the importance of recordkeeping. By the end of the training, participants have crafted a business mission statement and a comprehensive marketing plan to guide them forward. Our 3rd year participant also completed a Market Channel Assessment this period. This was facilitated with program staff and CSU Extension to better track and quantify existing market channels and the inputs to support them. This process allowed the participant to better understand the most and least profitable markets he sells in and make more informed resource decisions about targeting "best" markets. In partnership with CSU, we developed a specialized workshop on invoicing and financial management for farm businesses, aptly named "Quicken." This hands-on workshop introduced QuickBooks for invoicing and revenue tracking, allowing participants to streamline their financial systems. To address soil health, we piloted an in-field soil health assessment training with NRCS soil scientists, providing participants with hands-on soil assessments. They learned about soil health metrics, tracking, and practical practices for maintaining soil quality. Each participant's unique management style, along with differing years of soil management, contributed to a dynamic training environment where participants could see firsthand how various practices impact soil health over time. Due to the success and educational impact of this workshop, we plan to host it annually and aim to invite additional producers in future sessions. In February 2023, we offered an Agricultural Tax Class, also in collaboration with CSU. This session, held over Zoom, targeted Schedule F tax filing for new farm businesses and was attended by Accelerator participants and over 30 local farm business owners. The workshop was well-received, underscoring the demand for accessible, specific tax guidance. Based on positive feedback, we plan to make this training a permanent fixture for participants and the wider farming community, eventually developing it into a publicly available resource. Participants also had the chance to attend a Cover Crop Workshop in partnership with Larimer County Extension, Rocky Mountain Farmers Union, and NRCS. The workshop highlighted the benefits of cover cropping and provided tailored advice on selecting the right crops for specific goals. We also participated in the "Tour of Conservation Agriculture," a collaborative event with PVCF and the City of Fort Collins. Participants had the opportunity to connect directly with County Commissioners, Colorado Department of Agriculture representatives, CSU Extension leaders, and city officials to discuss innovative land access strategies. This event allowed participants to market their businesses to agriculturally relevant policymakers, helping to raise awareness of the need for municipal support for sustainable agriculture programs. Additionally, we hosted the "Grants and Grow" workshop, a comprehensive grant-writing session in partnership with NRCS, the Regional Food Business Center, PVCF, and CSU Food Systems. This workshop provided participants with specific guidance on available grant programs, the application process, and reporting requirements. Participants received direct support in identifying and applying for relevant grants, helping to advance their access to funding opportunities critical for business growth. Through these diverse training and professional development sessions, the project has enhanced participants' business acumen, technical knowledge, and market connectivity, positioning them for success in the agricultural sector. How have the results been disseminated to communities of interest?See RVS report for links to public dissemination materials. We have worked with CSU extension, PVCF, RMFU and NRCS to publicize events. Curricula and public access webinars are available to the public through CSU building Farmers Course webpage and Youtube. What do you plan to do during the next reporting period to accomplish the goals?In the next reporting period, we plan to expand the Veg Out program in partnership with other farmers' markets in Larimer County. This includes extending to new locations such as the Fort Collins Winter Farmers Market to offer additional market opportunities to Accelerator participants. Additionally, we will launch a new "Mobile Farmers Market Program" next season, which will increase market access for Accelerator participants and local producers. This initiative will emphasize the importance of supporting local producers and their unique missions, while also connecting with other markets and showcasing diverse products. The program will establish a low-input market for Accelerator producers to build brand recognition and customer bases across the local area. Further, in collaboration with the Food Bank for Larimer County, the program will enhance food access and minimize food waste. While all local producers are welcome, Accelerator participants will receive priority, along with reduced shelving and sales fees. We also intend to leverage our partnership with NRCS to develop site-wide irrigation efficiency practices and infrastructure as funding becomes available. Our collaboration with NRCS includes hosting a grant and funding opportunities workshop for Accelerator participants and other producers unfamiliar with these resources. This workshop, along with other networking events, aims to reduce barriers and simplify decision-making for new and beginning farmers, supporting them in advancing their business and operational goals. Additionally, in partnership with CSU, we will expand our training offerings, such as a new "Employment and Volunteer Management" class scheduled for February. Based on participant feedback, this class will be integrated into the program curriculum following its initial pilot. Our ongoing partnership with PVCF ensures that participants are kept informed about long-term land access opportunities available to them after completing the program. We are currently developing a support structure for graduates, which includes options to transition to new properties or remain on their existing plots for a transitional period. A mentorship track is also in progress, allowing graduates to stay on their plot for up to two additional seasons, where they can serve as peer mentors to new program participants. Land access events will continue within the community, with PVCF acting as a bridge between emerging land opportunities and beginning farmers. As of September 2024, we are actively recruiting for our fourth Accelerator cohort with a target of two new participants. Given the region's growing population and local economy, alongside increasing support for local agriculture, we are confident in the program's continued relevance. To support recruitment and retention, we will complete ongoing infrastructure projects, including a larger shared wash-pack area and more efficient irrigation systems, achieved through collaborations with partners and donor support. Following the finalization of the site's five-year plan with the City of Fort Collins Natural Areas, PVCF, Foodshed Project, and other lessees, our priority this coming year is to refine this plan further to ensure it fosters a sustainable, transparent, and equitable model of access. Our goal is to create an environment that supports our participants while strengthening local farm resilience. This includes pursuing regenerative and conservation agriculture funding to incorporate conservation practices into the site and training program, aligning our practices with the landowners' conservation goals. To improve participant support, we plan to increase pre- and post-class surveys to better gauge learning outcomes and incorporate biweekly check-ins with new participants during the Building Farmers Course (BFC). These additional touchpoints will facilitate one-on-one support, including site-specific guidance and the integration of new opportunities into business and cropping plans. This year's monthly check-ins fostered knowledge sharing and community support, and we plan to make them a consistent element of the program as we move forward.
Impacts
What was accomplished under these goals?
Result 1. Develop and implement a complex multi-year crop plan Producer action: Implement, Topic: Vegetables When measured: Prior to each growing season Estimated Number: 12, Actual Number: 2 How verified: Directly with participants Result 2. Successful growth of target crops in a regenerative rotation Producer action: Implement, Topic: Vegetables When measured: End of each season Estimated Number: 10, Actual Number: 2 How verified: Directly with participants Result 3. Understands tradeoffs among different market channels and implements a marketing plan Producer action: Implement, Topic: Marketing plans and strategies When measured: Years two and three of program participation Estimated Number: 5, Actual Number: 1 How verified: Directly with participants Result 4. Know how to set strategic goals. Understand balance sheets, revenue projections, and other key financial tools Producer action: Understand, Topic: Business and strategic planning When measured: At conclusion of Building Farmers Program Estimated Number: 12, Actual Number: 3 How verified: Directly with participants Result 5. Intend to use essential business & financial tools over the long-term. Producer action: Decide, Topic: Business and strategic planning When measured: End of years two and three of program participation Estimated Number: 5, Actual Number: 1 How verified: Directly with participants Result 6. Establishment of a profitable business by year three of program Producer action: Implement, Topic: Cost of production and farm financial benchmarking When measured: At conclusion of program participation (year three) Estimated Number: 8, Actual Number: 1 How verified: Directly with participants Result 7. Understands financing options and decision making about debt Producer action: Understand, Topic: Acquiring and managing credit When measured: End of each season Estimated Number: 12, Actual Number: 2 How verified: Directly with participants Result 8. Successfully engage private and public financing options by obtaining financing. Producer action: Implement, Topic: Asset management, including leasing and renting When measured: At conclusion of years two and three of program participation Estimated Number: 5, Actual Number: 2 How verified: Directly with participants Result 9. Develop a long term land plan Producer action: Develop, Topic: Access to land When measured: At conclusion of program participation (year three) Estimated Number: 4, Actual Number: 3 How verified: Directly with participant Result 10. Secure long term land access Producer action: Implement, Topic: Access to land When measured: At conclusion of program participation (year three) Estimated Number: 4, Actual Number: 1 How verified: Directly with participant Result 11. Develops and uses network of farmers, professionals, and community organizations Producer action: Implement, Topic: Mentoring, apprenticeships, and internships When measured: At conclusion of program participation (yearly progress) Estimated Number: 12, Actual Number: 3 How verified: Directly with participant and via independent evaluator Result 12. Participants feel supported by N. Colorado ag community Producer action: Implement, Topic: Interpersonal, family, and business relationships When measured: At conclusion of program participation (yearly progress) Estimated Number: 12, Actual Number: 3 How verified: Directly with participant and via independent evaluator
Publications
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Progress 09/15/22 to 09/14/23
Outputs
Target Audience:Overall, our main target audience is beginning farmers, with an emphasis on inclusion of historically marginalized farmers. During this reporting period, we did not recruit any additional participants due to foundational work as mentioned above, but continued to support our previous participants in the second year of the program. An additional target audience is those in our community and beyond who are potential supporters of our work, including other farmers, farm support businesses, funders, and community members who may not be in need of the land access, but are interested in relevant training, market development and community building within the local producer network. ? Changes/Problems:Like many nonprofits, we experienced some staff turnover within the past year. The original onsite manager transitioned into the executive director position and there was a gap in onsite coordinator capacity. These changes were a challenge, but also an opportunity for professional development, onboarding of fresh perspectives and skill sets in the onsite manager position and a chance for building leadership capacity. Though we made great strides this year in infrastructure development and approval on site, some projects were delayed due to funding barriers and slower than expected approval timelines. However, gaining momentum with development of the 5 year site plan and making sure all partners/collaborators are getting their needs met and finding a common and realistic vision with stakeholders is a critical step in developing a sustainable model. As is typical in Colorado agriculture, effective management of water resources is a critical, and equally tricky feat. Sharing finite water resources between accelerator participants and other producers on the site was a challenge we took on this year. We worked to develop an annual water sharing agreement for collaborative management and tracking of water usage. We invested in developing clear expectations and planning protocols among producers and the use of water meters to track baseline usage across seasons and set up systems for how to execute transparent water sharing agreements with all stakeholders on property. There was a pause on new participants in the 2023 season for a few very important reasons. Firstly, we did not find it wise to bring on a new cohort of participants without having resilient systems set up on the property and clear delineations of expectations and roles. We focussed instead on creating those standard protocols with our partners on the site. This took a massive amount of communication, collaboration and problem solving to develop equitable and effective operating procedures to meet the specific challenges of this piece of land and the collaborative management of it. Secondly, we worked towards refining our language and marketing of the Accelerator program itself to increase clarity of what we were offering in the program. We had 6 applicants for the 2023 season, but after interviews it was clear that many applicants were coming to us needing things we could not offer (i.e. private infrastructure off site, highly specific processing/value add equipment), so refining language and expectations in an accelerator versus an incubator or individual infrastructure funding program. An Accelerator program is a relatively novel concept and we revised our application language and marketing process to better communicate how this program encourages problem solving and autonomy of decision making through building resilience and critical thinking. As mentioned above, many applicants were not a good fit because they already have land and need more support for on-site infrastructure for growing, storing and processing. With our unique land stewardship structure (permissions on City Land and Funding) this has led us to consider shared infrastructure or more targeted shared processing/resources to best serve our community and meet them where they are at. We took on this challenge by increasing our capacity to be adaptive and intune to our farming community to best meet their needs as they change throughout the years and respect the needs and intentions of our partners and develop mutually beneficial solutions and long term strategies. With this novel approach to land access we see the importance of clearly defining roles and responsibilities on shared property and see the potential of contributing our applied knowledge to a kind of roadmap of how to integrate farm production with municipalities and public land structures. What opportunities for training and professional development has the project provided?Our commitment to providing comprehensive training and professional development opportunities for program participants has resulted in a series of impactful initiatives over the second year of funding. The CSU Extension Building Farmers Program, a core curriculum training provided to our participants, offered core business development training for 8 weeks in the Winter of 2022 through our collaboration and subcontract with CSU Extension. Furthermore, we developed and successfully executed an Agricultural Tax Class in November 2023 in collaboration with CSU. This class provided direct, specific, and targeted information about filing Schedule F taxes as a new farm business. Hosted over Zoom, the training drew significant attendance from Accelerator participants and over 30 other local farm business owners. Its success has prompted consideration for incorporation into future years for participants and the broader farming community, potentially evolving into a publicly available training module. In collaboration with the Natural Resource Conservation Service (NRCS), we took proactive steps to set up the Accelerator plot and overall FDS property with FSA and NRCS, making them eligible for infrastructure and farm practices grants. During this reporting period, we successfully applied for and received EQUIP grants, facilitating the implementation of cover cropping practices across the accelerator property and the acquisition of a shared high tunnel for use by all participants. This strategic investment in long-term, critical shared infrastructure not only benefits participants but also enhances their competency in enrolling in State and Federal funding support programs. Our commitment to knowledge-sharing extended beyond the program, with the hosting of two Land Access Events in collaboration with Poudre Valley Community Farms. Regular bi-annual events are planned to share knowledge about the Accelerator Program and other land access opportunities through PVCF and other private landowners interested in leasing land to new or beginning farmers. Additionally, partnerships with Colorado Drought Advisors and Rocky Mountain Farmers Union have enabled us to train participants in developing short and long-term drought management plans and access funds for implementing water efficiency tools and equipment. In collaboration with PVCF and the City of Fort Collins, we hosted the "Tour of Conservation Agriculture" event, welcoming County Commissioners, Colorado Department of Agriculture officials, County and CSU Extension Directors, and the City of Fort Collins Natural Areas Department. This event raised awareness of novel land access approaches and programs, highlighting the need for municipal support and allowing participants to market their businesses and directly connect with agriculturally relevant lawmakers. The Tour de Farms Event, a local community event where over 200 members bike to and tour 4-6 local farms, has become a great community opportunity for program outreach and awareness. This event not only provides income for participants but also allows them to showcase their farms, growing methods, and market their businesses to a wide range of potential customers, investors, and community members. We have successfully participated in this event for two consecutive years, with plans to continue in the future How have the results been disseminated to communities of interest?Dissemination of results to communities of interest has been marked by various strategic initiatives, expanding networks of partner organizations to jointly market programs and share outcomes. While publicly available modules have not been developed to date, we have plans to collaborate with CSU and other partners to share our results and create publicly available training modules in the coming year. Our efforts in publicly disseminating results were evident through participation in multiple events attended by regional, state, and federal policy makers, educators, NGOs, and community members. Notably, we presented at the 2022 Farmer Training Convergence with Fort Lewis College, bringing together diverse incubator, land access, and producer professional development programs and organizations from across Colorado. Additionally, our participation in the American Farmland Trust "Land Transfer Training Capstone Event" allowed us to discuss the Accelerator Program, our novel land access system with PVCF and the City of Fort Collins Department of Natural Areas, and the challenges and successes of developing such a program. With an audience of over 40 organizations, farmers, and community members nationally, this event was a key platform for sharing our experiences. Further, in collaboration with PVCF and the City of Fort Collins, we hosted an event with County Commissioners, Colorado Department of Agriculture officials, County and CSU Extension Directors, and the City of Fort Collins Natural Areas Department during the "Tour of Conservation Agriculture." This event not only raised awareness of novel land access approaches and programs but also emphasized the need for municipal support. These efforts contribute not only to sharing our achievements but also to advancing awareness and understanding of innovative approaches to land access and agriculture. What do you plan to do during the next reporting period to accomplish the goals?We are in collaboration with other Farmers Markets in Larimer County to extend the Veg Out program and provide novel market opportunities to producers that participate in other markets including the Fort Collins Winter Farmers Market. This project was piloted and developed in collaboration with the Regional Food Systems Planning grant and is expected to continue next season working with Morning Fresh Dairy and be expanded with additional grant funding in the next year. We also plan on capitalizing on our relationship with NRCS to develop site wide irrigation efficiency practices and infrastructure in future years when funding is available. Also have worked with NRCS to host a grant/funding opportunities workshop for Accelerator Participants and other producers unfamiliar with their grant opportunities. Creating workshops and networking opportunities for new and beginning farmers to reduce barriers and simplify the process so they can make informed decisions about their farming practices and opportunities for growth. We also intend to work with CSU and other partners to expand our training opportunities in the next year. For example, we recently collaborated on a "Grants and Grow" grant writing workshop that will be held this winter with NRCS, the Regional Food Business Center, PVCF, and CSU Food Systems to share details about specific grant programs, application process, etc. Will also be incorporating a followup workshop that will be more focussed on accelerator participants and direct writing and reporting support for producers actively applying for or reporting on these grants. We plan on continuing working closely with PVCF and their network to keep all participants "in the loop" about long term land access opportunities available to them after their tenure in the program. We will continue to host land access events in the community and support PVCF as a bridge organization between land opportunities and beginning farmers. As of November, 2023, we are in the midst of recruitment for our third Accelerator class, with a target of 2 additional participants. With our growing population and local economy, as well as growing interest in supporting local agriculture, we are confident that the need for our program is still strong. In order to best recruit and retain participants, we will finalize our ongoing shared infrastructure builds including a larger wash-pack area, high tunnel, and storage shed through collaboration with partners and donor contributions. Access to shared, appropriate infrastructure is a key driver of participant recruitment in some cases. We know from conversations with established producers, and experience, that for their first decade in business they typically made use of whatever washing, packing, and storage infrastructure they could cobble together. Many are justly proud of this. However, we have observed that the beginning farmers in our region want more sophisticated and expensive infrastructure, even within a very affordable program such as ours. Rather than view this as a flaw, we have come to recognize this as an opportunity for establishment of shared infrastructure that can be used collaboratively to pull beginning and accelerating producers into more advanced business stages. With the business training and other support that we can provide, along with the market advantages of our region, advanced infrastructure is not quite the risk that it might be for similar accelerating businesses- our collaborating organizations can carry that risk while all partners (especially the farmers) realize the benefits. We plan on working closely with PVCF and other partners and donors to access appropriate, scalable and shared infrastructure solutions that meet the needs of beginning and established producers and are respectful of the regulations of the City of Fort Collins Natural Areas. One of the most exciting and innovative parts of this project is the novel land access situation being used to provide affordable and long term access to farmland. Considerable time and collaboration has gone into developing a 5 year plan over the past year with The City of Fort Collins Natural Areas, PVCF, Foodshed Project and other lessees. Throughout the next year, it is imperative we continue to communicate and refine this plan to create a sustainable, transparent and equitable model of access in this space to best provide for our participants and cultivate resilient local farm businesses. ?
Impacts
What was accomplished under these goals?
Objective 1: To enhance the leadership capacity of the Northern Colorado Foodshed Project, our focus centered on strategic initiatives. We achieved this by successfully onboarding a new Executive Director and integrating project staff into the team. Concurrently, we prioritized ongoing partnership development and collaboration with our partner Poudre Valley Community Farms. Serving as the primary liaison and lessee with the City of Fort Collins, this collaboration was instrumental in establishing a comprehensive five-year plan for the infrastructure of the accelerator farm site. Our joint efforts extended to further defining roles and responsibilities among stakeholders, creating a solid foundation for sustained success on the property which hosts the Accelerator Program. Working closely with the NOCO Foodshed Project Board of Directors, partners, and consultants, we spent significant time on evaluating current program strategies. This evaluation not only informed our immediate actions but also laid the groundwork for the development of a robust long-term strategic plan. This comprehensive plan encompasses a diverse funding strategy, refined program objectives, and a unique and well-designed site plan highlighting both required and desired infrastructure and the scaling of it to meet the needs of more participants. Through these collaborative endeavors, we not only met our short-term objectives but also positioned the Northern Colorado Foodshed Project for enduring success and growth in the realm of sustainable agriculture. Objective 2: Our commitment to building the capacity of the pilot program participants extended both on the ground and in providing access to essential resources and training. As we navigated and resolved site issues and delays in building necessary infrastructure for program expansion, we proactively addressed challenges. The establishment of future farm plots through cover cropping and ensuring access to irrigation not only contributed to the participants' learning experience but also provided valuable insights into the intricacies of pond storage and ditch irrigation practices. Collaborating with the Natural Resource Conservation Service, we facilitated the integration of the Accelerator site with the Farm Service Agency, securing funds for cover cropping and a shared-use high tunnel. Partnering with Colorado Fresh Farms, we successfully constructed a shared wash-pack station on-site in October 2022, enabling participants and established producers to safely wash, process, and store produce to support their businesses. The collaborative management and tracking of water usage on-site involved implementing a water tracking/use protocol for Accelerator participants and other producers, setting up systems for creating water-sharing agreements to ensure sustainable and consistent water availability. A pivotal achievement was the establishment of a revised application and review process in the fall of 2023, which garnered six applicants for the 2023 season. This revision aimed to enhance clarity in program communication, particularly considering the lesser-known nature of an Accelerator compared to an Incubator. Also, we successfully retained the original cohort participants and secured the commitment of the current participant to continue for a third year. Furthermore, our engagement in a comprehensive evaluation process, involving interviews with key stakeholders, played a crucial role in informing the development of a programmatic strategic plan to build a strong foundation for the continued long-term success of the program. Objective 3: Our efforts to connect program participants with established and emerging marketing opportunities, including facilitating collaborative marketing, have yielded significant achievements in the past year. Coordinating access for program participants to sell produce at the on-site farmstand owned by Colorado Fresh was a pivotal step in providing immediate market access. This process included engaging in strategy development with key stakeholders further exploring the potential for a long-term shared farmstand strategy on the farm site, ensuring sustained market access for both current and future participants. Our commitment extended beyond on-site initiatives as we continued to forge connections with farmers markets and various outlets, such as the ReKaivery market, local restaurants, The East Denver Food Hub, and two other innovative local programs. One such program, "The Poudre Valley Producer," was collaboratively developed by the Foodshed Project and a local dairy delivery service. It included jointly marketed produce from multiple farms in a weekly "farmers pick box" distributed to a local customer base exceeding 14,000. This initiative aims to leverage existing marketing channels and logistics for financially sustainable collaborative marketing, benefiting new and beginning farmers within and outside the Accelerator program. Another notable program, the "Veg Out" initiative, featured Accelerator participants and other on-site producers as integrated sellers. Through local product funding from the Food Bank of Larimer County and facilitation by FSP, this program purchased unsold or near-spoilage produce directly from producers after the weekly Saturday Farmers Market. The Accelerator Participants actively participated in this program throughout its operational season, mitigating profit loss and reducing food spoilage, acting as a crucial "safety net" market channel. These two FSP initiatives, conceived through a USDA Regional Food Systems Planning grant, underscore our commitment to actively creating and cultivating novel market opportunities and partnerships. By informing, educating, and recruiting Accelerator participants, we efficiently expose them to new market opportunities. Our organizational approach, addressing Food Systems holistically, not only connects participants with existing market opportunities but also leverages our community partners and Foodshed organizational capacity to cultivate novel markets, reflecting the comprehensive impact of our work. Objective 4: Our commitment to ensuring program graduates have affordable long-term land access opportunities has resulted in notable accomplishments. One current participant successfully made connections with a landowner and established another farm-site in year two, presenting a potential long-term option. Currently farming on this new property in addition to his plot in the Accelerator site, his expressed interest in continuing the program for a third year underscores the valuable support we provide. We are enthusiastic about supporting him as he transitions to long-term access, facilitating the growth of his business after completing his third year in the Accelerator. Our collaborative approach extends to working closely with established farmers, landowners, and land access organizations such as PVCF. Through these collaborations, we actively support participants in identifying and securing long-term land access opportunities. One notable success story is one of ourparticipants who completed our course and has been working with another established producer on the shared site. She has not only benefited from our courses and onsite support through the Accelerator Programbut has also been offered partial ownership of the CFF brand in the past year. Progressing to the role of onsite manager for this successful farm business on site, she continues to utilize onsite shared infrastructure and produce local food. This program directly connected her to the opportunity to grow a farm business locally, demonstrating the tangible impact of our efforts in facilitating long-term land access for program graduates
Publications
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Progress 09/15/21 to 09/14/22
Outputs
Target Audience:Overall, our main target audience is beginning farmers, with an emphasis on inclusion of historically marginalized farmers. During this reporting period, we recruited our first cohort of Farm Business Accelerator participants, with a target of three qualified participants joining the program as of January 2022. An additional target audience is those in our community and beyond who are potential supporters of our work, including other farmers, farm support businesses, funders, and community members. Changes/Problems:As with many such efforts, staffing has been one of our main challenges, with turnover in the Executive Director position at the Northern Colorado Foodshed Project. However, consistency in board leadership, as well as hiring an effective program manager, has helped to mitigate this challenge. As mentioned above, the other main challenge has been to develop appropriate infrastructure. While we have been able to invest significant funds in infrastructure for the Accelerator site, in the coming year we hope to build more sophisticated and permanent wash, pack, and storage spaces. A final challenge is in scaling up the number of participants. Because we were creating the program from scratch in year 1, we may have underestimated the time it will take to scale up to Accelerator classes of 3-4. Instead, we may focus on classes of 2-3 per year, which we think will nonetheless be a notable success given the likelihood of sustainability at the Accelerator (vs Incubator) level in our region. What opportunities for training and professional development has the project provided?Participation in the CSU Extension Building Farmers Program, via our collaboration and subcontract with CSU Extension,from December 2021 through February 2022 was the most significant training provided. In addition, we provided tours of two additional local farm properties and introductions to other local producers, which established relationships between the program participants and established producers. As the growing season progressed, we ensured that Belafonte Farm had access to any needed professional development and support, which he also sought out on his own. In particular, he made effective use of NRCS support and funding to develop two high tunnels and other infrastructure. Toward the end of the growing season, we worked with Belafonte and CSU Extension to identify and begin development of winter business training modules, as outlined in the grant, which will be delivered winter of 2022-2023. How have the results been disseminated to communities of interest?As yet, we have not formally disseminated any results. However, we have used our lessons learned from year 1 to lead a $1.6 million grant application, in collaboration with Poudre Valley Community Farms and other partners, to support infrastructure build out (described below). What do you plan to do during the next reporting period to accomplish the goals?As of November, 2022, we are in the midst of recruitment for our second Accelerator class, with a target of 2-4 additional participants. With our growing population and local economy, as well as growing interest in supporting local agriculture, we are confident that the need for our program is still strong. The larger challenge is to support integration of teh Accelerator Program and participants into our broader work to grow the local food economy. A key challenge that emerged in our first year is the need for infrastructure that goes beyond what is typical of producers in the Acceleration stage. We know from conversations with established producers, and experience, that for their first decade in business they typically made use of whatever washing, packing, and storage infrastructure they could cobble together. Many are justly proud of this. However, we have observed that the beginning farmers in our region expect more sophisticated and expensive infrastructure, even within a very affordable program such as ours. Rather than view this is a flaw of over-privileged young people accustomed to significant support (as many established producers see it), we have come to recognize this as an opportunity for establishment of shared infrastructure that can be used collaboratively to pull beginning and accelerating producers into more advanced business stages. With the business training and other support that we can provide, along with the market advantages of our region, advanced infrastructure is not quite the risk that it might be for similar accelerating businesses- our collaborating organizations can carry that risk while all partners (especially the farmers) realize the benefits. As such, we have just submitted a proposal to the Farm Service Agency for an infrastructure grant totalling $1.6 million. With these funds, we will develop wash, pack, storage, and education facilities at two different locations, one of which is the home of the Farm Business Accelerator. These properties will provide collaborative infrastructure to established and beginning producers, as well as educational opportunities for other producers. Even if we are not successful in securing these funds from FSA, we will use the proposal as a springboard to fundraising.
Impacts
What was accomplished under these goals?
Objective 1 In year 1, upon notice of funding, we immediately launched a process of program design, participant recruitment, and infrastructure development planning on the Accelerator site. Because participants would be enrolled in the CSU Extension Building Farmers Program beginning December of 2021, we had about two months to execute on these deliverables. We are happy to report that we successfully designed and promoted the program using the process indicated in the proposal, recruiting two highly qualified beginning farmers to join the program(we had targeted 2-3). One of theseidentifies as being from a historically marginalized population. We are now using the promotional materials, application forms, informational website, and other products developed during year 1 to recruit the second class for year two of the Farm Business Accelerator. Objective 2 In year 1, we finalized a plan for long-term land access with Poudre Valley Community Farms, ensuring access to 15 acres of irrigated farmland for the life of the program. We also invested significantly in infrastructure and equipment for the site, using a combination of external (>$40,000)and program funds. By April of 2022, we had installed a 1.5 acre-foot irrigation pond (with 30-year liner) with appropriate pumping and piping, as well as a storage shed for program participants. We also secured access to appropriate greenhouse and wash-pack space, along with a small cooler for first-year participants. Support on these and land preparation (plowing, discing) was provided by Colorado Fresh Farms, the adjacent established producer sharing the property. With consultation from another established producer, we purchased hand tools and a push tractor, with appropriate implements. Both participants in the intial class of 2022 participated fully in the 8-week CSU Extension Building Farmers Program, succesfully completing business plans and bonding with one another and several classmates, all local beginning producers. As the 2021 tax deadline approached, one of the program participants realized that she was not confident in her business structure, based on her tax bill from her 2021 production year (she had farmed in Oregon). She notified us that she would be leaving the program. However, through discussion with her and cooperation with Colorado Fresh Farms, we eventually helped her securefull time farm work with the goal of setting herself up to operate her own business in 2023. We consider her to be still "in the program", and are happy that we were able to find her a successful solution to her situation. This is a good example of our inclusive, farmer-firstapproach, where the goal is not to simply move participants through the program but rather to meet them where they are and help them find their own version of success. Otherwise, year 1 proceeded as described in the proposal, with the single participant farming 1-acre very successfully. The main challenge, and accomplishment, for the year was solving various infrastructure-related challenges that were particular to the producer. As we look to year 2, we have plans for significant infrastructure upgrades, described below. Objective 3 Our program participant (Belafonte Farm) this year was very successful in marketing, though of course not without some challenges. As a first-year producer in our region, he had to build a market from nothing, using his marketing plan of CSA sales, farmers markets, and wholesale accounts. Though he is quite independent, we supported him with connections to potential customers, including institutional purchasers, as well as project partner Rekaivery. One of his most consistent customers proved to be the local food bank, a connection we helped him to make. He also made consistent use of the Colorado Fresh Farms farmstand on site, with space generously provided free-of-charge by the established farm. All in all, Belafonte Farm exceeded revenue projections for the year- quite an accomplishment for a first year! As the business grows and adapts, we will continue to support him with connection to established and emerging marketing opportunities. Objective 4 This objective will largely be achieved in later years of the project. Of note is that we have already been discussing long-term land access with Belafonte Farm, as this is an interest and concern. As an Accelerator (rather than an Incubator), we have learned that our participants are likely to feel ready for a property of their own immediately, as is the case with Belafonte Farm. It has thus been interesting to be in conversation with him and observe as he realizes all of the benefits of staying with the program. We will continue to use these kinds of conversations to learn about how we can serve participants beyond their participation and also provide value during their three years with us.
Publications
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