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Enjoy a lively day chock-full of ideas and insights on mentoring, merchandising and marketing from one of Canada’s leading retail & farm market experts! You will leave armed and dangerous with loads of insights to try out in your operation. Your customers won’t know what hit them! (But they’ll be loving it!) We will conclude the day with an interactive “up close and personal” chat with Pete, where you can ask questions or discuss those managing, merchandising or marketing perils that keep you up at night! Don’t miss this opportunity to attend!

Topics include:

1. Building a Team
2. Merchandising
3. Marketing

Tuesday, February 21, 2017, 9:30am to 3:30pm

Marriott Gateway to the Falls, Niagara Falls , ON

Investment cost: OFFMA Members $89 + HST
OFFMA Team Rate(3) $225 + HST
Non-members $150 + HST

Click here for the registration form:

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Team members vs. employees

While many people classify their staff as ‘employees’, it may be beneficial to adjust this mindset and start hiring team members. Having teams and team members will lead to an open and honest work environment, while having employees can lower morale and lead to a high turnover. Having employees can limit the ability to have an enjoyable environment where people are excited to go every day and give 100 per cent.

Is there really a difference? See if you recognize any of these traits in your staff members:

Employees:

  • Have a ‘get it done tomorrow’ attitude, and will treat urgent issues as if they will always be there.
  • Love making excuses or blaming others.
  • Are internally focused- the effort they put into tasks will depend on how the outcome can benefit them.
  • Need a checklist, no more, and are comfortable working towards this checklist. There is rarely any excitement from the employee on the task.
  • Are dependable to do the same tasks and are easily replaceable.

Team members:

  • Will have a ‘we’ mentality.
  • Are focused on finding solutions.
  • Focus on a shared goal among the team.
  • Will be excited and willing to learn and develop their skillset within the organization.
  • Willing to align their goals with the organization’s goals.
  • Are integral to your team- without them your business would not run as smoothly.
  • Work together to improve your business. They believe that everyone succeeds together.

By hiring team members instead of employees you create a culture that is enjoyable for everyone, more accountable, and more productive. To create this attitude begin with an exercise where everyone refers to each other as team mates and team members, and see how the workplace changes. However, this isn’t enough- for your staff to really feel like team members, your will have to treat them as such. Teams, unlike employees, don’t need managers, but leaders, who work with the team to complete the job.

Hire team members who have a shared passion and vision of your business. This will benefit your business in the long run by creating a happier work environment, where team members don’t dread coming to work, which will ultimately create a lower turnover rate among staff. A lower turnover rate means less time spent training new employees and less inexperienced employees, leading to increases in productivity.

Methods to create a team:

  • More recognition and reward for good/extra work.
  • Listen to everyone’s ideas.
  • Trust your team and give them more responsibility/flexibility.
  • Create common goals and show the benefits of teamwork.
  • Create a task which requires teamwork to accomplish.
  • Let everyone have some fun (team bonding activities).

Resources:

http://reliablewaterservices.com/2016/01/employees-vs-team-members-theres-a-difference/

http://www.huffingtonpost.com/erik-harbison/team-members-vs-employees-whats-the-difference_b_6926436.html

 

 

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Defining Sustainability

Sustainability is a holistic, long-term approach to business.  It maximizes the economic and environmental stability, equity, and health of the farm, business, and family.

A sustainable approach to farming is more than talking about environmental actions or maximizing profits.

Sustainability focusses on business processes and practices, rather than a specific food, fibre, or feed output.  It integrates economic, environmental and societal values to create a Triple Bottom Line (i.e. understanding and accounting for three “bottom lines”: economic, social, and enviornment, instead of simply looking at a cash flow analysis for actions in your operations).  This is very different from a purely profit-driven approach, where businesses benefit economically, but often at the expense of the environment and society.

Agricultural Context

Sustainable Agriculture is…

“the efficient production of safe, high quality agricultural product, in a way that protects and improves the natural environment, the social and economic conditions of the farmers, their employees and local communities, and safeguards the health and welfare of all farmed species.” (Sustainable Agricultural Initiative Platform, 2010)

There is a growing global demand to increase sustainability in agriculture.  What this means on-farm differs depending on where the farm is (the Place), what the farm produces (the Product), and where the product is sold and for what price (the Price). Regardless of what is purchased, grown, or sold, there are broad perspectives that can increase the sustainability of every agri-business by addressing the TBL of economic profitability, environmental stewardship and social responsibility.

Consumers are increasingly concerned with how their food is grown and processed.  The single largest share of impact within the supply chain is the food production itself. Food processors and retailers need long-term and ever-increasing supplies of quality raw materials. Unpredictable weather extremes and global water scarcity make agricultural production and food processing more volatile.  Sustainable practices help ensure businesses along the entire supply chain have reliable sources of product.  At the same time, reliability creates new opportunities for enhanced branding to meet consumer demand.  Sustainable sourcing is a point of differentiation in the marketplace.

While these components are discussed separately below, their goals overlap; impacting and influencing each other.  For example, economic decisions will impact the environmental and social components; the environmental actions taken will impact the economic output and social well-being.

Economic Profitability

To be sustainable, a farm must be economically viable.  While the environmental and social pillars of sustainability may not always translate into immediate economic profit, sustainable practices will have a positive economic impact on the farm.

For example, the diversification of crops can help reduce financial risk.  Over time, diversification of crops can reduce financial risk while improving water quality and increasing other environmental benefits that raise the value of the farm itself.

These factors must be taken into consideration when managing a farm business.

Production and machinery costs are directly affected by sustainable practices.  Fertilizer and pesticide applications can be applied responsibly and, in some cases reduced, based on crop rotation, variety selection or market availability for end-product.  Sometime overall yield may decrease, but differences between production cost and revenue can be improved, leading to increased profitability for the farm.  Likewise, management, marketing skills, and experience of decision-makers will have direct economic effects on the business.

Indicators of your farm’s economic profitability may include:

  • increasing net worth or savings,
  • debt is consistently decreasing, and/or,
  • farm is consistently profitable year after year.

Environmental Stewardship

Stewardship is a familiar concept to farmers.  For many, this is what comes to mind when they think of sustainable agriculture.  Environmental stewardship uses ecologically-sound practices that have a neutral or positive impact on the natural resources and non-renewable resources used on-farm.  It can mean reversing damage that has already occurred, like soil erosion or draining of wetlands.  It can also be enhanced by taking steps to prevent the future degradation of land and water resources through conservation practices, like:

  • naturalizing riparian zones,
  • using smart cattle watering practices,
  • establishing proper cover crops.

These are factors that have direct impacts on your cost of production and economic profitability components of sustainability.

Another key to successful environmental stewardship lies in soil health.  Maintaining adequate soil organic matter, biological activity and nutrient balance are essential to feed crops in the long-term production of the business.

There are many ways to enhance soil fertility and improve soil health, such as including legumes in crop rotation, using manure or compost instead of and /or in complement to synthetic fertilizers, and maintaining a working knowledge of the fertility of the fields so as to properly manage them.

Other stewardship concepts include:

  • protecting water quality,
  • year-round soil cover (residue or cover crop),
  • integrating crop and animal systems to maximize efficiencies, nutrients and energy,
  • controlling invasive plants.

Some traditional practices conflict with sustainable practices, because they severely damage the soil structure and resiliency of a field to adapt to extreme weather events, climate change, and the stresses of intensive crop production.

All practices, new and traditional, must be considered when implementing sustainable farming practices.

Social Responsibility

Social responsibility relates to the quality of life for everyone who interacts with the business: employees, customers, neighbours, local community members, and the farmer.  The most prominent examples of this in rural Ontario are agricultural cooperatives, farmers’ markets, on-farm events and twilight tours.  Other examples occur within the business itself, like fair treatment of workers and good business practices.

Some indicators of social responsibility include:

  • support for other local businesses and families within the community, circulating money within the local as well as the global economy,
  • the rural community population is stable or increasing,
  • post-secondary school graduates return to the community after graduation, to succeed on family farms or with associated businesses.

Summary

Sustainable agriculture is defined by three interactive components: economic profitability, environmental stewardship, and social responsibility.  It is important that sustainability is embraced at all levels; farm practices can have compound impacts across the entire supply chain in very complex ways.

Sustainability is a goal. However, a farm should never expect to “achieve sustainability”.  As farm practices become more sustainable, farmers gain a deeper understanding of the natural resources they steward and how this affects their business.

A competent working knowledge of sustainability creates further opportunities for new sustainability practices.  This in turn increases the farmer’s ability to respond to market pressures and environmental conditions, and help develop a robust and resilient business. The profit in sustainable practices is both tangible and intangible. It includes economic gain, environmental stability and social benefit.

Sustainability, like our seasons, is a never-ending journey, which is why it is so important to continue to work towards this goal.

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Seeds for Success: Enhancing Canada’s Farming Enterprises

The Conference Board of Canada, 61 pages, June 2013

Report by Erin Butler, James Stuckey

The modern farming landscape is changing. This report considers the state of farming business in Canada, and how it can be improved to achieve greater economic and social value.

Document Highlights

Farming in Canada has deep roots and traditions, but the sector undergoes significant changes: the old ways of doing things are no longer guarantors of success. Seeds for Success: Enhancing Canada’s Farming Enterprises explores the modern realities of farming business, and how it can be bolstered to achieve even more of the economic and social value that consumers expect. The report reveals that Canada’s farming sector is increasingly dynamic, presenting new opportunities, as well as risks and challenges. Although farmers have long been skilled at managing the growth of crops and livestock, they must now also be increasingly skilled at managing their businesses. This report considers the farm management issues facing farming today.

More details and to download the report>>

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Guelph, ON, June 26, 2013 – The Agricultural Adaptation Council (AAC) is accepting applications from Ontario organizations and collaborations that want to put innovative ideas into action by growing profits, expanding markets and managing risk under Growing Forward 2 (GF2).

GF2 offers funding assistance for:

  •  Capacity building through strategic planning, training, audits or assessments, and,
  • Project implementation that focuses on the environment and climate change, animal and plant health, market development, labour productivity enhancement, assurance systems, and business and leadership development.

“Created with a ‘client-first’ approach, the GF2 program is suited to meet the individual needs of a very broad industry,” said John Kikkert, AAC Chair. “Applicants have the flexibility to propose projects based on their own priorities within the GF2 focus areas. This is ideal for an industry that faces many challenges, and has many diverse opportunities.”

AAC is delivering GF2 programming to Ontario organizations and collaborations on behalf of the Ontario Ministry of Agriculture and Food and Agriculture and Agri-Food Canada. Pre-proposals, applications and program guides can be found on the AAC website at www.adaptcouncil.org.

Enrollment and online applications are available through the GF2 Client Portal.

The AAC is based in Guelph, Ontario, Canada, and is a leader in program delivery. The AAC is a not-for-profit organization that is made up of 67 Ontario agricultural, agri-food and rural organizations. The AAC board of directors will review all applications from organizations and collaborations and make the final funding decisions.

This programming is supported by GF2 a comprehensive federal-provincial-territorial agreement aimed at encouraging innovation, competitiveness and market development in Canada’s agri-food and agri-products sector.

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June 26, 2013 – Growing Forward 2 Funding Assistance for Capacity Building is now available for producers, processors, organizations and collaborations.  Check out the website at ontario.ca/growingforward2 for program guide and how to apply.

June 26, 2013 to September 5, 2013 – Growing Forward 2 Funding Assistance for Project Implementation is now available for organizations and collaborations.  Check out the website at ontario.ca/growingforward2 for program guide and how to apply.

Environmental Farm Program (EFP) and Growing Your Farm Profits (GYFP)  Workshops available – Register

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