Incubator
Farm
Program
Metro Vancouver
Colony Farm Regional Park
Final Report
December 30, 2011
Table of Contents
Executive Summary ................................................................................................................................. 3
Introduction ............................................................................................................................................ 4
Location .............................................................................................................................................. 5
Methodology........................................................................................................................................... 5
Online Research .................................................................................................................................. 6
Interviews ........................................................................................................................................... 6
Stakeholder Workshop ........................................................................................................................ 7
Vision for the Incubator Farm Program .................................................................................................... 7
Recommendations .................................................................................................................................. 7
Governance ............................................................................................................................................. 8
Structure: Host Organization, Financial Management, and Staff Resources .......................................... 8
Farmer Selection Criteria ................................................................................................................... 11
Mentorship........................................................................................................................................ 12
On-site Housing and Security ............................................................................................................. 12
Operational Issues ................................................................................................................................. 13
Licence Agreements .......................................................................................................................... 13
Land Use Protocol.............................................................................................................................. 13
Plot Sizes ........................................................................................................................................... 14
Wildlife Integration............................................................................................................................ 14
Livestock ........................................................................................................................................... 15
Farm Infrastructure ........................................................................................................................... 15
Farm Equipment ................................................................................................................................ 16
Outreach, Partnerships, and Marketing ................................................................................................. 16
Integration with Park Programming ................................................................................................... 16
Marketing and Sales .......................................................................................................................... 17
i
Coordinating Crops ............................................................................................................................ 17
Farmer Education and Training .......................................................................................................... 18
Support for Graduate Farmers ........................................................................................................... 18
Linkages with Existing Programs ........................................................................................................ 18
Conclusion............................................................................................................................................. 19
References ............................................................................................................................................ 20
Appendices .............................................................................................................................................. i
Appendix I: Potential partnering organizations ..................................................................................... i
Appendix II: Potential sources of funding ............................................................................................ iii
Appendix III: Interview notes ............................................................................................................. iv
Appendix IV: Incubator Farm Issues and Options Matrix .....................................................................xx
Appendix V: Workshop Notes .......................................................................................................... xxiii
Governance Issues ....................................................................................................................... xxiii
Operational Issues ..................................................................................................................... xxviii
Outreach, Partnerships, and Marketing Issues ............................................................................ xxxii
ii
Executive Summary
This report has been developed to provide Metro Vancouver (MV) with recommendations regarding the
structure and activities for establishing an incubator farm program as part of the planned Academy at
Colony Farm Regional Park (CFRP). An incubator farm provides land and a supportive environment for
new farmers by fostering entrepreneurship in order to develop food production and management skills
that will eventually be pursued as independent businesses on other farmland. Incubator farms are an
integral part of creating a new generation of farmers by providing the ground upon which farmers can
grow. Several examples of successful incubator farms exist in Canada and the USA, each with slightly
different operational and management structures.
Establishing an incubator farm is a priority in MV’s Regional Food System Strategy (2011) and this
converges with ideas expressed in the Draft Colony Farm Park Preliminary Sustainability Plan (2009). As
a part of its program development, MV has requested the services of a consulting team to investigate
existing incubator farm programs and to determine critical factors for success in the context of CFRP.
This report documents the investigation, which included online research, interviews, and a stakeholder
workshop, and outlines specific recommendations regarding a number of incubator farm elements such
as governance, operational concerns, public outreach, partnerships and marketing.
These recommendations include:
• Hosting the Incubator Farm program through a Non-Governmental Organization (NGO);
• Hiring a full time Program Manager to oversee the Board of Directors, coordinate funding,
handle farmer applications, partner with educational organizations, and develop a mentorship
program;
• Hiring a part time Farm Manager to oversee all day-to-day farm-related responsibilities such as
irrigation and drainage maintenance, equipment sharing, trouble-shooting with farmers on
specific agricultural issues, establishing an on-site market, and caring for livestock (if applicable);
• Providing on-site accommodations, primarily for security purposes;
• Limiting incubator farmers to a maximum five-year licence term;
• Requiring farmers to sign a detailed land use protocol including committing to specific
environmentally friendly and sustainable farm practices that minimize impacts on wildlife;
• Educating farmers that Colony Farm Regional Park is a unique site that requires them to manage
agricultural practices to minimize impacts on wildlife;
• Allowing farmers autonomy in choosing what they grow;
• Providing tiered plot sizes and land rental rates based on services provided;
• Establishing a Colony Farm brand and an on-site farm stand, but also marketing products
through other means;
• Developing relationships with mentors both on and off site;
• Leveraging the public benefit by hosting interactive park programming events;
• Partnering with existing park groups such as naturalist organizations and community gardeners;
• Formalizing relationships with education and training institutes in the region, such as the
University of British Columbia, Kwantlen Polytechnic University, and commodity groups;
• Actively fundraising to establish a long term endowment fund for the NGO host organization;
and
• Providing support for “graduate” incubator farmers to find land in the region available for lease
to suit their needs in the long term.
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The incubator farm concept generated a positive response during the interviews and stakeholder
workshop. No major concerns or roadblocks appear to be preventing the advancement of an incubator
farm at CFRP. In fact, there was widespread support from existing organizations, emerging farmers, and
educational institutes regarding the establishment of an incubator farm that would benefit both the
agricultural community and the public at large.
Introduction
Colony Farm Regional Park (CFRP), operated by Metro Vancouver Parks, is 262 hectares in size and is
located within the communities of Coquitlam and Port Coquitlam. CFRP contains prime agricultural land
and has a long history of farming and food production. The land was originally purchased by the
provincial government and operated as a mental health facility with a farming component, providing a
location for patients to work as well as providing food for the hospital. The land was transferred to
Metro Vancouver in 1996. Dedicated community organizations, such as the Burke Mountain Naturalists,
were instrumental in advocating for Colony Farm to become a dedicated park, and there are many other
public interest groups that have links to the park. The Colony Farm Park Association, Colony Farm
Community Gardens Society (with over 300 members), the Honeybee Centre and the Vancouver Avian
Research Centre form the core of the community involvement already active on site.
The Colony Farm Land Use Plan (1995), which is a registered covenant on the title, describes the goals
and principles that MV uses in managing the site. The Colony Farm Land Use Plan gives MV a mandate
for agriculture on the site that does not exist in other MV regional parks. This unique agricultural facet of
CFRP offers an opportunity to advance sustainability goals in the Regional Food System Strategy and
other regional plans. The Draft Colony Farm Park Preliminary Sustainability Plan (2009), herein called the
CFRP Sustainability Plan, was adopted in principle by the Metro Vancouver Board in September 2011 for
purposes of public discussion and to explore external funding sources, which will occur in early 2012.
The CFRP Sustainability Plan envisions a place where people enjoy the outdoors and learn how wildlife,
fish, farming and recreation can coexist in a park through education, training and research activities that
contribute to a sustainable common future of the region. The Plan also includes a directive for the
establishment of an Academy, which could be the educational hub for the park involving First Nations,
park groups, community organizations, educational institutions, governments, and other partners. The
Academy programming, the incubator farm could demonstrate environmentally sensitive farming
practices on the site.
The concept of an incubator farm was recognized as a priority for the region in the Regional Food
System Strategy (2011). The incubator farm is a response to concerns regarding the declining number of
new food producers, the high cost of farmland which makes it difficult for those wishing to enter the
profession to get started, combined with the increasing average age of established farmers. An
incubator farm program could serve young urban farmers, second career professional and new
immigrants.
An incubator farm provides a location for new farmers to produce food, learn business and marketing
skills, and develop an interconnected relationship with the regional agricultural community. It is not
designed as a “farm school” per se; rather it is designed to be an interim step that fosters
entrepreneurial skills in order for new farmers to eventually develop independent businesses on other
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agricultural land. It can also serve as a powerful public education tool, where events and demonstrations
assist in advancing the understanding of local food production for the general public. Several successful
examples of incubator farms exist in the USA (such as Intervale in Burlington, Vermont) and Canada
(such as FarmStart in Guelph, Ontario).
This report outlines results from an investigation into which critical components would result in a
successful incubator farm management structure for CFRP and how to best provide a mechanism to
collaborate with partner organizations to leverage opportunities for new farmers in the Metro
Vancouver region.
Location
CFRP is located in the middle of the urbanized areas of Coquitlam and Port Coquitlam at the confluence
of the Coquitlam and Fraser Rivers. It is an important area for the Kwikwetlem First Nation, many of
whom currently live on lands adjoining the park. The Coquitlam River runs through the middle of CFRP,
which has recently seen sockeye salmon return to the river system to spawn. Colony Farm also
encompasses a large grassland area and many birds and mammals depend on the old farm fields,
hedgerows and nearby river for habitat. It is a year round home to many species, especially birds, and is
a migratory stopover for many more, including several unusual and rare species such as the Western
Grebe, Purple Martin, and American Bittern (HB Lanarc, 2009).
CFRP contains some of the richest agricultural soils in the province and was once the site of a prize
winning dairy farm and livestock operation. It is accessible to over 1 million members of the public in
Metro Vancouver communities by transit or by a thirty minute drive. Nearly 230,000 people visit the
park each year to walk, bike, use the community garden plots, and participate in bird watching. Events
include a “Partners in the Park” day, bird counts, and a Midsummer Fête. Visitors provide a built-in
audience for educational events, demonstration projects and serve as potential buyers for farm
products.
Methodology
The purpose of the investigation was to gather information to determine an appropriate incubator farm
model and program for CFRP. The work included compiling information about incubator farms and other
relevant farm models from Canada and the United States, conducting interviews, and analyzing the
components of these programs to identify elements that are applicable to CFRP.
The investigation involved four steps:
1. Conducting online research into international and local leaders in the development of incubator
farms;
2. Interviewing eight key incubator farm managers and alternative farm model representatives;
3. Facilitating an incubator farm stakeholder workshop to present options regarding critical
components of the program and receive feedback to determine factors for success, and;
4. Preparing recommendations for the development of an incubator farm at CFRP.
5
Online Research
Websites and online articles and reports regarding existing incubator farms were researched prior to
conducting interviews in order to provide a strong foundation of information for the investigation. Web
searches were conducted on the following organizations and programs:
Incubator Farms
• FarmStart, Guelph ON
• Richmond Farm School and Incubator Farm Project, Richmond, BC
• Intervale Farms Program, Burlington, VT
• Agriculture and Land Based Training Association (ALBA), Salinas Valley, CA
• New American Sustainable Agriculture Project, Portland, ME
Urban Farms
• SOLEfood, Vancouver, BC
• Fresh Roots Urban Farm, Vancouver, BC
Other Farms
• Skeeter Farm, Yarrow, BC
• Nicomekl Community Organic Farm, Langley, BC
• Glorious Organics Cooperative, Langley, BC
• Glen Valley Organic Farm Cooperative, Abbotsford, BC
• Providence Farm, Duncan, BC
• Everdale Farm, Hillsburgh, ON
• Green Being Farm, Neustadt, ON
Educational Programs
• Centre for Sustainable Agriculture at UBC Farm, Vancouver, BC
• Institute of Sustainable Horticulture, Kwantlen Polytechnic University, Langley, BC
Interviews
The investigation included eight telephone conversations and one interview via email with farmers,
program managers, and educators to further understand and uncover the details necessary for a
successful incubator farm program. Each interviewee was asked a series of questions from a predeveloped questionnaire. Not every interviewee answered every question. However, over the course of
the nine interviews all major questions and concerns were addressed. Individuals were very interested
to hear that an incubator farm model was being proposed for CFRP and were keen to share all of the
information they could. Many farms offered to share copies of their land use agreements, site protocols,
and other technical documents.
Representatives from the following organizations were interviewed:
•
•
•
FarmStart, Guelph, ON
Richmond Farm School, Richmond, BC
Intervale Farms Program, Burlington, VT
6
•
•
•
•
•
•
Agriculture and Land-Based Training Association (ALBA), Salinas Valley, CA
Centre for Sustainable Agriculture at UBC Farm, Vancouver, BC
Institute of Sustainable Horticulture, Kwantlen Polytechnic University, Langley, BC
Glen Valley Organic Farm Cooperative, Abbotsford, BC
Skeeter Farm, Yarrow, BC
Green Being Farm, Neustadt, ON
Stakeholder Workshop
Results of the discussions from the interview process led to an initial analysis of key elements, criteria,
and options to identify operational and management components that are suitable for an incubator
farm at CFRP. A stakeholder workshop was held to further inform, recommend, and refine the possible
structure and activities for a successful incubator farm program. The workshop included a presentation
on preliminary research followed by breakout sessions focussing on specific issues surrounding:
Governance; Operations; and Outreach, Partnerships & Marketing. Ideas were tested, critical factors for
success were identified, and potential linkages with other agricultural programs were highlighted.
Approximately 20 participants attended the workshop and were eager to share ideas for the success of
the farm program. All participants were supportive of the incubator farm concept and recognized the
unique situation of siting a farm within a park setting and the specific management responsibilities that
would be required to ensure both agricultural and park objectives were met. The results of the
workshop assisted in determining a vision statement and the final recommendations for an incubator
farm program at CFRP.
Vision for the Incubator Farm Program
The incubator farm program at CFRP will be part of the Colony Farm Academy. By offering land and
equipment at low rental rates, the program will allow new and emerging farmers to develop the
business and operational skills necessary to become a new generation of successful farmers. The focus
of the program will be on providing a location for new farmers that is accessible and affordable and that
fosters a culture of food producers that follow sustainable agricultural principles. There is a preference
for environmentally sensitive, crop-oriented farming on small plots, which may include market garden
crops. Public benefits will be accentuated through interactive programs to allow individuals to learn
about innovative farm practices that contribute to both sustainable agriculture and ecological health.
Farmer education and training will be achieved through partnerships with existing organizations and
mentorship will help facilitate a transfer of knowledge to new farmers. Graduates of the CFRP incubator
farm program will be capable of setting up competent independent businesses on other agricultural
land.
Recommendations
These recommendations are submitted based on investigations conducted through online research,
interviews with incubator farm stakeholders, the workshop and feedback from local and regional
farming experts.
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Governance
Structure: Host Organization, Financial Management, and Staff Resources
Role of Host Organization
The host organization is responsible for running the incubator farm program including managing a Board
of Directors, hiring staff, fundraising, handling farmer applications and selecting new farmers, managing
infrastructure, liaising with park and community groups, and developing partnering relationships with
educational institutions, mentors and agricultural organizations. The incubator farm program will
require direct linkages to other park activities and therefore it is important to have a formal process or
group that will share information about all the activities in the park. The management structure will also
need to be conversant with public recreation, park programming, habitat conservation and food
strategy objectives through MV park operations and the Academy.
The two main options are to have MV act as the host organization or to turn over the incubator farm
program management duties to a Non-Governmental Organization (NGO). It is recognized that there will
likely be a difference in goal setting and objectives between the NGO and MV. For instance, the NGO
may place more of a focus on the site for agriculture and hire staff with agricultural project management
and direct farming experience, whereas MV may see recreation and wildlife values as the main
objectives and have park staff more directly involved with the management of the program. These
differences need not lead to discord, but should be clearly outlined in the Mission Statement and
Objectives of the program as well as within the details of the licence agreements and land use protocol.
Differences in financial and staffing management requirements for the two host organization options
are discussed below, followed by a summary table of the costs and benefits associated with each host
organization model (Table 1) and a final recommendation.
Financial Management
The most common concern with having a NGO lead the incubator farm program is its dependency on
grants for core and non-core funding. Grants tend to be allocated towards project costs and are often
awarded from year-to-year. Multi-year funding opportunities exist, but they are difficult to secure.
However, these known funding challenges have not prevented other incubator farms (Intervale,
FarmStart, and Agriculture & Land Based Training Association (ALBA)) from operating successfully under
the NGO model. Furthermore, an enterprising non-profit business model, such as developing the
incubator farm into a social enterprise, could be explored and consulting services could be offered –
both FarmStart and Intervale have structured their NGOs this way to help offset costs.
While MV is in a position to offer core funding to the incubator farm as a part of park programming, this
funding commitment has not yet been made. There is concern that a government-led farm program may
be difficult to fund in the long term, depending on the interests of elected officials and staff, which may
be subjected to a higher turnover rate than a Board of Directors and staff managed by a NGO. However,
to support a NGO, MV could commit to providing land and infrastructure (drainage, some irrigation) to
the host organization for free, and possibly provide a set minimal annual operating budget. An
endowment fund could also be developed for long term funding of the NGO – this could include funds
secured from MV, Provincial and Federal partners. Different management and programming plans
8
should be developed based on various levels of potential annual funding, and the expectation of
program deliverables will need to reflect the actual financial situation on a year-to-year basis.
It is recommended that incubator farmers pay a plot rental fee (through the licence agreement rates)
during their time at CFRP to assist in covering the cost of operating expenses. If the land is provided by
MV at no cost to the NGO, then these plot fees could go directly into program management – however,
it is not expected that licence rates will fully cover the costs associated with the incubator farm program
(staff salaries, incubator farm operations, and maintenance costs). Based on average rents for farmland
in the region with drainage, water hook ups, and fencing provided, it is reasonable to suggest rent rates
at CFRP to range from $100/acre/year for first-year farmers to $500/acre/year for farmers in Year 5. It
may be appropriate for this fee to be higher if water, parking, access to large equipment, logo/branding,
and some sales assistance (such as access to an on-site farmers market) are provided. This range of rates
will need to be reviewed and adjusted to reflect current market conditions on a semi-regular basis.
It is not expected that each incubator farmer will be able to develop a viable and profitable business
model immediately. However, with the right amount of support in the critical forms of mentorship and
marketing, it is reasonable to assume that farmers who graduate in Year 5 will have developed the skills
necessary to meet the financial challenges of operating a farm business independent of the supportive
incubator farm program environment.
Other financial considerations:
• Other costs to consider include: business licences, farmer’s market insurance, director’s liability
insurance (for the NGO), and property taxes;
• Additional revenue sources (fundraising) could include: on-site farmer’s market booth fees for
crafters; seasonal events (e.g. garlic fests); fee-for-service activities such as cooking
demonstrations, workshops or facility rentals; and processing value-added products on site;
• Memberships to the public could be offered with benefits including gifts, raffle prizes or other
rewards.
Staff Resources
Based on the staffing at existing successful incubator farms (FarmStart and Intervale), it was generally
felt that a full time Program Manager and a part-time Farm Manager would be minimal core required
staff.
Role of Program Manager
The Program Manager would be a full time position, with responsibilities including: managing (and
raising) funding, providing outreach to partner organizations, communicating with other Colony Farm
groups, developing annual reports, managing the Board of Directors, developing public outreach events,
and assisting with the selection of farmers. The Program Manager may also be responsible for attending
conferences, workshops, or other professional events to promote the incubator farm and learn from
other leaders. The Program Manager would be directly involved in the Academy at CFRP.
Role of Farm Manager
The Farm Manager responsibilities will depend somewhat on the skill-set of the person who is hired.
Ideally, the Farm Manager would have a strong background in agriculture and would be interested in
farming at CFRP; therefore the position would be part-time. Main responsibilities would involve
oversight of day-to-day operations such as plowing and water scheduling, assisting the incubator
9
farmers in troubleshooting problems with infrastructure (irrigation, drainage, fencing), overseeing crop
rotations; coordinating tool and equipment sharing, providing tours and participating in public outreach
events and other basic level of mentorship for the incubator farms. On-site residential accommodation
for the Farm Manager is preferred in order to provide around-the-clock security and site surveillance.
The Farm Manager would be directly involved in the Academy at CFRP.
Table 1. Summary of benefits and challenges of host organization types.
Component
Program
Objectives
and Focus
Metro Vancouver
Pros: MV would have complete control
over ensuring that farming activities meet
park programming goals.
Cons: MV will likely focus on goals for
recreation and wildlife values over
agricultural objectives.
Financial
Management
Pros: Long term core funding support is a
possibility if incorporated into MV Parks
programming budgets.
Cons: Funding availability could be subject
to the political will, interest, or focus of
elected officials and committee members.
Staffing
Other
Pros: Can likely provide staffing from
within the existing MV organization.
Cons: Specific expertise in agriculture
business development may be lacking.
The need for MV involvement will likely be
highest during the first few years of the
program (developing the land use
protocol, assisting with infrastructure,
addressing on-site problems/conflicts),
and once the site is established the MV
role could become more routine.
Non-Governmental Organization
Pros: NGO objectives can be focused on delivering
a successful agricultural program that includes
fostering responsible farming practices, providing
support for farmers, and developing partnerships
with other organizations.
Cons: Will need to ensure park values are
incorporated into farming through a strong land
use protocol.
Pros: NGO model provides a greater degree of
fundraising opportunities (through foundations
and other granting agencies) and can leverage
charitable tax status benefits.
Cons: Constant fundraising and long-term (multiyear) funding requirements may be timeconsuming for staff.
Pros: An NGO Board and staff, if carefully selected,
will have high levels of expertise in farming and
business skills.
Cons: Hiring process may be time consuming.
All existing incubator farm programs that were
investigated during this study are run through a
non-profit NGO model. This model was
recommended during the interviews and
stakeholder workshop.
Recommendation: NGO Model as Host Organization
Based on the results from research, interviews, the stakeholder workshop, a non-profit NGO-led
management model is preferred. The main challenge will be to secure long term and multi-year funding.
However, the innovative and public benefit aspects of the program could offer a high level of investment
appeal to possible funders (see Appendix II for a list of possible funding agencies). The host organization
could either be a new NGO or an existing NGO such as FarmStart. Metro Vancouver should retain a
significant role in the management of the program, such as participating as Board members, acting as
core funding partners (if possible), and facilitating park programming decisions (Figure 1). An
organizational fundraising plan should be developed as one of the first priorities for program staff.
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Colony
Farm
Academy
Metro
Vancouver
Park
Programming
Community
Gardens
NGO
Incubator Farm
Board of
Directors
Program Manager
Farm Manager
Figure 1. Recommended management structure of the CFRP Incubator Farm Program.
Farmer Selection Criteria
Some previous farming experience for incubator farmers is desirable; however there should be some
flexibility in the criteria for exceptions to be made, as is the case at FarmStart. For instance, experience
can take on different forms: academic-based, apprenticeships, Willing Workers on Organic Farms
(WWOOFing), detailed business plans, etc. There are many successful farmers that have started their
farming businesses based on passion and values rather than on academic or hands-on experience.
Due to the unique nature of CFRP, applicants in their submissions should demonstrate an interest and
willingness to engage in practices that adhere to organic principles, are aligned with wildlife biodiversity
values, and must be prepared to engage with members of the public. A well-researched business plan
should be the cornerstone to successful applications. If business plans are required for applicants then it
is highly recommended to provide a business plan template to create consistency amongst applications.
All short-listed applicants should be interviewed by a member of the Farmer Selection Committee. This
committee will include members of the Board of Directors (which may include MV representatives) and
the Program Manager. The Program Manager and Farm Manager will be responsible for evaluating the
performance of farmers. A representative of the Farmer Selection Committee will need to check in at
the end of the year with each farmer regarding the success of their business plan and financial records.
Depending on the total number of farmers, the Farmer Selection Committee may wish to randomly
audit the financial records of a select number of farmers annually.
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Mentorship
Mentorship, especially for newer and inexperienced farmers, will be the key to ensuring the success of
the program. Feedback from new farmers was mixed regarding their perspectives on the need for
mentors. However, all incubator farm Program Managers who were interviewed indicated that a strong
mentorship component was critical to ensure the success of the program. A formal mentorship program
is therefore desirable and may include partnerships with educational institutions, commodity groups,
retired farmers, community gardeners, naturalists, or more senior farmers within the incubator farm
program.
Formalized mentorship is likely be a more important requirement at the beginning of CFRP program, and
less so once the site is established since senior farmers will be on hand to offer support to new farmers.
As an on-site part-time farmer, the Farm Manager shall be responsible for a basic level of assistance and
mentoring for incubator farmers. The Program Manager will be responsible for liaising with other
sources of mentors, such as government, MV agricultural advisory committee members, established
farmers, or academic leaders, and request their participation through a more formalized system of
mentoring. For example, a “Mentor of the Month” program, whereby a mentor visits the site at the
beginning of the month to discuss a specific topic and is available for the remainder of the month.
Ideally, all mentors should be compensated through a honourarium.
Other mentorship considerations:
• Mentors may invite incubator farmers to visit their farms rather than travelling to CFRP;
• The Fraser Valley Direct Farm Marketing Association has coordinated a similar mentoring
program and could provide support or a partnership opportunity;
• New farmers need support, but not pampering – some amount of failure, or learning-by-doing,
should be expected and encouraged;
• Mentors or educators will need to train CFRP farmers on how to work within a conservation
area using conservation principles.
On-site Housing and Security
On-site security was highlighted as a major concern in discussions with interviewees and workshop
participants. Incubator farm programs without housing, such as Intervale, FarmStart and Skeeter Farm
have all had issues with theft and vandalism, as have smaller local farms within the Metro Vancouver
area. It is therefore recommended that a full-time resident be housed on-site. Ideally this resident
would be the Farm Manager, who could be present around-the-clock to manage emergency agricultural
issues such irrigation equipment failure, crop predation by wild and domesticated animals, and to deter
the theft of farming equipment. The need for a Farm Manager on site is especially important if livestock
will be present (even small scale poultry) for the benefit of the health and welfare of the animals. In-kind
(or reduced) housing rents plus a farmland plot allotment could be the salary for the Farm Manager.
Housing could take the form of one of the pre-existing buildings (if renovated) or a mobile trailer.
Precedence exists in the hiring of park caretakers who live on site in both city and regional parks, and
UBC Farm has been able to accommodate two resident caretaker families successfully. A detailed
contract between the tenant and MV will be critical.
12
CFRP can be accessed by transit and is close to Vancouver, which should reduce the need to for
incubator farmers to stay overnight, however some weekend farmers will need a place to stay nearby on
occasion. Many interviewees and farmers at the workshop expressed a strong desire for
accommodation availability for farmers especially during busy times such as planting and harvesting,
when “commuting” to the farm can take up valuable work time. At the workshop, the bunkhouse was
identified as a potential source for beds, however the current conditions do not allow for individuals to
be accommodated in this space. The provision of temporary housing for farmers may be an objective
worth considering at a later phase of the incubator farm program.
Other housing considerations:
• The priority for park buildings will remain for public functions and the Academy, as required by
MV;
• Off-site opportunities for overnight stays for incubator farmers may include: camping (not in the
park, but nearby) or billeting from neighbouring homeowners.
Operational Issues
Licence Agreements
The length of the incubator farming program should be 5 years maximum for each farmer, with tiered
fees, varied plot sizes, and increased responsibilities each year. A 3-year licence term is appropriate;
however the first farmers on site may need to be given an extra year or two while drainage and other
infrastructure is finalized. Graduated (or tiered) rent fees will be an added incentive to help farmers
include real cost accounting in their financial planning and motivate them to graduate off the site at the
end of Year 5 (see Financial Management discussion for details, above). It should be communicated to
the farmers that the rent rates include amenities such as: drainage, water hook-ups for irrigation,
fencing to protect the farming area from large wildlife (deer, coyotes), some marketing/branding,
mentoring, parking, and other benefits. Insurance for the entire site will likely be required, and farmers
can expect to share this cost.
Other licence agreement considerations:
• In the longer term, exploring other parts of CFRP for more permanent (and larger) farming
opportunities may be appropriate;
• The host organization will likely need to hold separate licence agreements with individual
incubator farmers.
Land Use Protocol
A detailed land use protocol will be a key component of the licence agreement that should be developed
by Metro Vancouver and the host organization. Each farmer will need to sign the protocol, which
provides details around land use practices that are specific to the unique conditions of CFRP. Other
incubator farm programs have similar land use protocol requirements and their examples may assist in
creating a useful and successful land use protocol for CFRP. Farmers may be required to participate in
collective activities such as managing a compost pile, demonstration plot, or assisting with public
13
outreach events. Site aesthetics should be addressed within the protocol – while each plot should be
kept orderly it needs to be recognized that farming is not always tidy, so hedgerows or other visual tools
may be helpful in keeping the public’s eye away from the operational activities on the farm plots.
Each farmer shall be required to keep planting and maintenance records to demonstrate they are
following the protocol. As with the financial records, the host organization may audit farmers annually
and reserve the right to request copies of their planting and maintenance records.
Examples of important elements to be considered for the land use protocol include:
• Organic (certified or non-certified) practices;
• SalmonSAFE standards;
• Best management practices for habitat enhancement and wildlife protection;
• Identification of crops that may attract nuisance wildlife and provide best practices to minimize
the attractants;
• Crop rotations - the Farm Manager must oversee rotations for the whole site;
• Hedgerows to be located along the main trails for visual aesthetics, habitat creation, and to
reduce trespassing - exact location and amount of hedgerows will depend on final site design
and maintenance responsibilities should be shared between the farmers and Farm Manager.
Plot Sizes
New farmers should be allocated a standard ¼ acre and then, based on the success rate of their business
plan, should be able to move up to ½ and 1 full acre by the end of the 5 year program. Additional
available land should be contiguous for each farmer for easy access and management to their full acre.
Each farmer may be given an opportunity to manage the full acre starting at Year 1 of the term (to
prepare the soil with manure, compost, or cover crops), but will not be able to harvest the full acre.
Notwithstanding this standard plot size, some flexibility should exist for farmers with some previous
experience or for those that wish to grow crops that require more land – therefore a variety of plot sizes
should be set aside.
Wildlife Integration
All farmers will need to understand that the CFRP incubator farm is a unique site that requires them to
manage for wildlife. Specific suggestions include:
• The use of hedgerows for wildlife and to assist with security (to prevent visitors from wandering
into the fields) – specific layout of hedgerows and fencing will depend on final site design;
• Avoiding the use of invasive species and blackberries during landscaping projects;
• Providing an inventory of current wildlife species and their habitat location, including fish, to
farmers;
• Educating farmers by hosting orientation sessions led by local naturalist groups;
• Setting up signage throughout the park to raise public awareness about the coexistence of
farming and wildlife;
• Involvement in research projects that identify best management practices for the site.
14
Livestock
It is generally recognized that livestock are an integral component of organic farming for the benefit of
managing nutrient cycling on-site. Using organic principles at CFRP means that it will be important to
have on-site manure available. If no livestock are brought into CFRP then alternative sources of organic
manure may need to be sourced from off-site locations.
On an incubator farm, livestock offer the additional benefit of providing a direct, hands-on training
opportunity for farmers wishing to develop animal husbandry skills. While other incubator farms do not
currently have livestock as a component of the site, it is generally due to the lack of opportunity at those
locations for a caretaker to live on site. Therefore, livestock should only be considered if a Farm
Manager will be living at CFRP, if that person has previous animal husbandry experience, and if budget is
available to provide the necessary shelters, paddocks, runs, and other livestock needs. Bee-keeping
should be allowed regardless, and should be considered separate from livestock, but will need to be
managed collectively with bees that are already within CFRP.
Other livestock considerations:
• It will be best to start with small scale laying hens (<99 to comply with the poultry quota system)
as they require minimal housing;
• Other types of livestock (sheep, goats, grazing cattle) and associated housing should be
considered on a case-by-case basis and if approved should be appropriately located;
• Livestock will attract wildlife (coyotes, foxes), which increases the need for fencing and on-site
security;
• The presence of livestock may elevate biosecurity concerns (i.e. avian flu); therefore there will
need to be a plan in place to minimize risks of disease transfer.
Farm Infrastructure
Drainage was not discussed in detail during the interviews, or the workshop, because it was assumed
that a drainage system would be in place prior to the start of the incubator farm program or would be
completed during the first year. The source of irrigation water is important and currently city water is
used – there is a need to investigate possible alternative sources, such as rainwater collection, cisterns,
wells, or other methods. Irrigation hookups should be provided by MV however each farmer shall be
responsible for plot sprinklers, hoses, and other irrigation equipment.
Hedgerows and/or permanent fencing should be established by MV and then maintained by the Farm
Manager and/or individual farmers. Vehicle access has been identified as critical, with the need for
parking spots or access points as close to the plots as possible to allow for delivery of inputs and for
harvesting and distribution of products out to markets. Some of the details regarding infrastructure
needs, such as the extent and location of fencing and hedgerows, water hook-up placements, parking,
and other features will depend on the final site design.
Other infrastructure considerations:
• A composting system or plan, including a specific composting area with a pad for communal
composting will be required and could be integrated with the needs of community gardeners;
15
•
•
Washing station(s) with city water for safe washing of produce would be a great asset, especially
if there will be a farmer’s market at CFRP;
A cold storage opportunity on site would be ideal. This is something that specific fundraising
initiatives could be directed towards. It would help to minimize waste and loss of produce
because it will provide a longer shelf life.
Farm Equipment
It is expected that the host organization will purchase some larger equipment for individual farmers to
share and recover costs through an annual or hourly rental fee. This rental fee could be rolled into
licence rental rates. Some equipment could be donated or purchased second hand and smaller tools will
need to be purchased and owned individually by the incubator farmers. Secure storage will be required
for the larger equipment as well as a shed for tools owned by individual farmers, regardless as to
whether or not a caretaker is living at CFRP.
The host organization will provide:
• Equipment storage facility (secured): storage locker, trailer, container, or shed;
• Large equipment for farmers to share such as: walk-behind tractor, rototiller, and/or tractor;
• A tool sharing program for bigger tools and equipment will be coordinated by the Farm
Manager.
Individual farmers will provide their own:
• Hand tools;
• Irrigation equipment for individual plots;
• Bins, boxes & equipment to harvest and market produce.
Outreach, Partnerships, and Marketing
Integration with Park Programming
Public education is essential in helping to reconnect the public with where their food comes from.
Although public outreach is an important component of the incubator farm, new farmers may not have
the time or expertise to effectively interact with visitors. However, every visitor is a potential customer,
and MV has a direct mandate to ensure that all park activities elevate the public benefit. The host
organization shall therefore have a formal linkage to park activities and a structured communication
process regarding information about all the activities in the park – this role could be overseen by the
Program Manager.
Farmers may be uncomfortable with members of the public walking through their plots; therefore the
establishment of a demonstration area that showcases sustainable farming practices and provides a way
to engage the public in one specific location is recommended. The demonstration plot could be
managed by a senior incubator farmer or the Farm Manager, or it could rotate between incubator
farmers and their sites year-to-year.
16
Other outreach options include:
• Biking or hiking tours (guided and un-guided) on trails with interpretive signage;
• Special events such as a “Farmers in the Park” Day; garlic festivals; volunteer days;
• Inviting the public to some mentoring events or guest speaker engagements.
Marketing and Sales
Marketing is a key component of establishing a successful incubator farm program. If well-developed,
farmers could have the option of selling under a unified Colony Farm brand at a farm stand on site or at
nearby farmers markets and retailers. This is likely to be a multi-year process; therefore incubator
farmers should be encouraged to also develop their own marketing structure and business model that
they take with them when they transition off of Colony Farm. Farmers should be responsible for the
majority of their own marketing and sales needs, because this is a key skill to be learned and will be
required once they leave the site.
Additionally, incubator farmers could be encouraged to establish formal and informal cooperative
marketing structures that allow them to combine their products for sale to restaurants, retail operations
or farmers markets. The Program Manager could act as a facilitator between food purchasers and the
incubator farmers. For example, local chefs could contact the Program Manager for specific products
and then be connected to an incubator farmer who grows that specific product. The Intervale incubator
farm program in Burlington, Vermont, has a successful brand and has developed relationships with local
bistros that actively connect farmers to the restaurants.
Other marketing considerations:
• There may not be enough product in the first year to supply a dedicated farmers market;
• A Community Supported Agriculture (CSA) program at the farm could be successful;
• Incubator farmers could contribute booths to nearby farmers markets (such as the Coquitlam
Farmers Market);
• There was a concern that if customers get used to buying under the Colony Farm brand then
farmers may lose those customers once they graduate from the site, however this concern
remains untested.
Coordinating Crops
The purpose of establishing an incubator farm at CFRP is to develop new farmers who will then create
their own farming businesses, therefore it is important to allow them autonomy in choosing what they
produce. If there are concerns around the introduction of pests, invasive species, or diseases with the
production of certain crops then these can be identified in the land use protocol and risks minimized
through best practices. Concerns regarding production for sales (ensuring a diversity of products from
the site) could be handled through informal cooperative marketing decisions by groups of farmers.
17
Farmer Education and Training
The level of training necessary will be highly dependent on the skills each farmer brings to the program.
Some courses or workshops should be mandatory (equipment usage, small farm business planning,
buying/leasing farmland), however if farmers can indicate that they have taken similar courses then
those requirements could be waived. Training should not be so time-intensive that it detracts from
farming, and classroom-based courses should occur “off-season” whenever possible. There is a
preference for in-the-field training. Guest speakers from other organizations and institutions could be
invited to provide workshops, which could include mentors and the Farm Manager. The Program
Manager will organize and manage this component of the incubator farm program. Local educational
institutes, such as UBC and Kwantlen Polytechnic University, note that the incubator farm program
could be an appropriate stepping stone for some of their students.
Other education and training considerations:
• Mentors could guide clinics on specific pest, weed and disease concerns;
• Mandatory equipment safety courses will be necessary if tractors and large equipment are
available for rent/use;
• Local wildlife groups could provide orientation of the Colony Farm site;
• Partnerships with Metro Vancouver, BC Ministry of Agriculture, NGOs, commodity associations
and other non-profit organizations could provide guest speakers at a low-cost or cost recovery
model;
• A farm library of resources (either physical or on-line) could be created for farmers.
Support for Graduate Farmers
Due to the cost of land and the availability of farmland in the Lower Mainland it is important to have a
land linking service available to graduate farmers. Metro Vancouver could share land use inventory data
regarding land availability with the NGO host organization. The Program Manager should provide
support for graduate incubator farmers through the development of a training workshop that helps to
identify available land in the region and guides farmers on how to negotiate land use agreements. This
land-linking program could also be extended to those farmers in the region who are not part of the
incubator farm program. Education of property owners who own farmland, but do not farm it, may also
be required.
Linkages with Existing Programs
Partnerships will occur with a number of different organizations and agencies. As previously mentioned,
the incubator farm could be a stepping stone for graduates of the UBC Farm Apprenticeship program
and the Kwantlen Farm School program – it was indicated during the interview process that CFRP would
be an asset to these programs, not competition. These institutions could also provide educational
opportunities for incubator farmers who are already on site at Colony Farm, therefore a working
relationship could be formally established. There is also the potential for establishing a network or an
umbrella organization to link all incubator farming programs in the region including FarmStartBC,
Richmond Farm School and other NGOs. This would assist in information sharing and could help secure
funding, provide insurance at a lower group rate and help organize outreach events. There could be
18
shared ideas and resources amongst the programs – face to face meetings are essential and could
happen annually or twice per year.
Conclusion
Colony Farm Regional Park contains agriculturally capable soils and has a history of successful farming
enterprises. A unique registered covenant on the title gives MV a mandate for agriculture on the site
that does not exist in other regional parks. The Regional Food System Strategy provides a
recommendation to establish an incubator farm and CFRP has appropriate land available for such a
purpose, which can be made available through an Academy as described in the CFRP Sustainability Plan
that has been adopted in principle by the MV Board.
This investigation was conducted to explore the feasibility of an incubator farm program at CFRP. Key
stakeholders were interviewed and a stakeholder workshop was held to refine a set of
recommendations. There was a strong sense of support from the agricultural community to move
forward with the incubator farm program, and the demand for this type of program appears to be high.
The recommendations, as outlined in this report, cover several critical choices and factors required to
ensure that a successful farm program is established in a park setting. Many partnering organizations
were also identified through the investigation process. All farmers will need to understand that the CFRP
incubator farm is a unique site that requires them to manage for wildlife and for high visibility in a public
park setting.
One of the main barriers to local food production in BC is the lack of access to secure land tenure for
young farmers entering the profession. As a public agency, Metro Vancouver is in a beneficial position of
being able to rent land to farmers through alternative agricultural programs. By providing a training
ground for new farmers, MV can play a key role in enhancing the public benefit by increasing regional
food security. CFRP offers an ideal location for farmers, as it is within easy access to the several Metro
Vancouver communities via transit and car and is also within close proximity to a variety of urban
markets.
19
References
Agriculture and Land Based Training Association (ALBA) website. http://www.albafarmers.org/ Accessed
November 2011.
Centre for Sustainable Agriculture at UBC Farm website. http://ubcfarm.landfood.ubc.ca/teachinglearning/practicum Accessed November 2011.
Everdale Farm website. http://everdale.org/ Accessed November 2011.
FarmStart website. http://www.farmstart.ca/ Accessed November 2011.
Fresh Roots Urban Farm website. http://freshrootsurbancsa.wordpress.com/about/ Accessed November 2011.
Glen Valley Organic Farm Cooperative website. http://glenvalleyorganicfarmcoop.org/ Accessed November 2011.
Glorious Organics Cooperative website. http://gloriousorganics.com/Glorious_Organics/Glorious_Organics_Coop.html Accessed November 2011.
Green Being Farm website. http://www.greenbeingfarm.ca/ Accessed November 2011.
HB Lanarc, 2009. Colony Farm Preliminary Sustainability Plan.
Institute of Sustainable Horticulture, Kwantlen Polytechnic University website. http://kwantlen.ca/ish.html
Accessed November 2011.
Intervale Incubator Farm website.
http://intervale.org/programs/agricultural_development/intervale_farmsList.shtml Accessed November 2011.
New American Sustainable Agriculture Project website.
http://www.cultivatingcommunity.org/programs/nasap.html Accessed November 2011.
Nicomekl Community Organic Farm website. http://blog.conservancy.bc.ca/agriculture/programs/conservationpartners-program/our-partners-lower-mainland-region/nicomekl-community-organic-farm-langley-township/
Accessed November 2011.
Providence Farm website. http://www.providence.bc.ca/ Accessed November 2011.
Richmond Farm School and Incubator Farm Project website. http://www.kwantlen.ca/ish/RFS.html Accessed
November 2011.
Skeeter Farm website. http://skeeterfarm.blogspot.com/ Accessed November 2011.
SOLEfood website. http://1sole.wordpress.com/ Accessed November 2011.
20
Appendices
Appendix I: Potential partnering organizations
NAME OF ORGANIZATION OR
BUSINESS
LOCATION
CONTACT
WEBSITE
TELEPHONE
Kwikwetlem First Nation
Traditional territory
includes CFRP
Chief Ron Giesbrecht
www.kwikwetlem.com
604-540-0680
BC Association of Farmers
Markets (BCAFM)
Vancouver
Jon Bell, President
[email protected]
http://www.bcfarmersmarket.org
604-734-9797
Coquitlam Farmers Market
Coquitlam
[email protected]
http://makebakegrow.com/
604.318.8966
Coquitlam Pocket Market
Coquitlam
[email protected]
http://makebakegrow.com/ourmarkets/#pocket-markets
778-318-3984
Port Coquitlam Farmers Market
Run by Haney Market
Eileen and Paul Dwillies, Market Managers
[email protected]
http://www.haneyfarmersmarket
.org/index.php/pocomarket.html
604-467-8424
Vancouver Community
Agriculture Network
Vancouver
David Tracey, Coordinator
[email protected]
http://vcan.ca/
N/A
Vancouver Food Policy Council
Vancouver
[email protected]
http://www.vancouverfoodpolicy
council.ca/
604-873-7487
FarmFolk/CityFolk – Farm
Projects
Vancouver and
Aldergrove
Heather Pritchard
[email protected]
http://www.farmfolkcityfolk.ca/p
rograms/farm.html
604-730-0450
Richmond Farm School
Richmond
Anna Rallings, Coordinator
[email protected]
http://www.kwantlen.ca/ish/RFS
/Overview.html
778-235-6420
Coquitlam Food Bank
Tri-Cities
Leanne Beatty
http://www.sharesociety.ca
604-931-2451
i
Potential partnering organizations (continued)
NAME OF ORGANIZATION OR
BUSINESS
LOCATION
CONTACT
WEBSITE
TELEPHONE
Colony Farm Community
Gardens Society
Colony Farm
[email protected]
https://sites.google.com/site/col
onyfarmcommunitygardens/
N/A
Vancouver
DeLisa Lewis
[email protected]
http://ubcfarm.landfood.ubc.ca/
604-822-5092
FarmStart (BC)
Abbotsford
Kevin Koopmans
[email protected]
http://farmstartbc.ca/
604-864-5770
ext 309
ArdCorp – Environmental Farm
Plan Program
Abbotsford
Heather Carriere
[email protected]
http://www.ardcorp.ca/
604-854-4483
Ministry of Agriculture
Abbotsford
Kathleen Zimmerman
[email protected]
UBC Farm
604-556-3048
ii
Appendix II: Potential sources of funding
NAME
CONTACT
EMAIL
TELEPHONE
WEBSITE
Real Estate Foundation
Jen McCaffrey,
Grants Manager
[email protected]
604-688-6800 x 108
http://www.realestatefoundation.com/grants
Vancity Community
Foundation
Elizabeth Lougheed
Green
Elizabeth_green@vanci
ty.com
604-871-5373
http://vancitycommunityfoundation.ca/s/community_c
ollaboration.asp
Vancouver Foundation
Andria Teather
info@vancouverfound
ation.ca
604-688-2204
http://www.vancouverfoundation.ca/grants/index.htm
Enterprising Non-Profits
(ENP)
Kim Buksa
kim@enterprisingnonp
rofits.ca
604-871-5421
http://www.enterprisingnonprofits.ca/
McConnell Foundation
John Cawley
jcawley@mcconnellfou
ndation.ca
Coast Capital Savings
Credit Union
N/A
Evergreen
Stephanie Levy
communityinvestment.
fund@coastcapitalsavi
ngs.com
[email protected]
http://www.mcconnellfoundation.ca/en/granting
514-288-2133
1-888-517-7000
https://www.coastcapitalsavings.com/About_Coast_Ca
pital_Savings/Helping_Communities/Funding_Programs
/Community_Investment_Grants/
http://www.evergreen.ca/en/funding/overview.sn
604-689-0766 x23
Investment Agriculture
Foundation
N/A
Agrisprit Fund
N/A
[email protected]
[email protected]
250-356-1662
http://www.iafbc.ca/funding_available/programs/emer
ging-sectors/default.htm
1-888-332-3301
http://www.fccfac.ca/en/aboutus/responsibility/agrispiritfund_e.asp
iii
Appendix III: Interview notes
NAME OF
ORGANIZATION OR
BUSINESS
LOCATION
CONTACT
TITLE
EMAIL
TELEPHONE
TYPE
DeLisa Lewis
Farm
Manager
[email protected]
604-827-5641
Educational
Programs
[email protected]
519-836-7046
Incubator
Farms
Centre for Sustainable
Agriculture at UBC Farm
Vancouver,
BC
FarmStart
Guelph,
Ontario
Sri Sethuratnam
Incubator
Farm
Program
Manage
FarmStart (BC) and
Skeeter Farm
Abbotsford,
BC and
Yarrow, BC
Amy Suess
Farmer
[email protected]
604-728-9444
Incubator
Farms
Glen Valley Organic
Farm Cooperative
Abbotsford,
BC
Chris Bodnar
Farmer
[email protected]
604-857-0017
Other Farm
Models
Intervale Farms
Program
Burlington,
VT
Travis Marcotte
Executive
Director
[email protected]
802-660-0440
Incubator
Farms
Green Being Farm
Neustadt, ON
Tarrah Young
Farmer
[email protected]
519-665-7305
Farm
Agriculture and LandBased Training
Association
Salinas Valley,
CA
Tony Serrano
General
Manager
[email protected]
831-758-5958
Incubator
Farms
Institute of Sustainable
Horticulture, Kwantlen
Polytechnic University
Langley, BC
Dr. Kent
Mullinix
Director,
Sustainable
Agriculture &
Food Security
[email protected]
604-612-1252
Educational
Programs
List of Questions to Address
The following list of questions we addressed in the interviews because they are informative in defining options for an incubator
farm for Colony Farm Regional Park:
Overall Management
1) What entity or management structure should be created to manage the incubator farm program?
2) What aspects of an incubator farm could be run on a cooperative basis?
3) Is it possible to obtain any publicly available financial statements concerning the management of an incubator farm,
individual plots or farming program?
4) What role and responsibilities does the landowner have to the incubator farm and what role and responsibilities does
the incubator farm have to the landowner?
5) What farm infrastructure and equipment are essential to incubator farms? Who should provide and maintain it? Farm
infrastructure is defined as buildings or facilities for secure storage for equipment, crop processing, composting, fuel
storage and dispensing, as well as irrigation and drainage improvements.
6) Are there ways of recouping the cost of infrastructure, other than rent?
7) What security issues do other farm operations face and what is the best way to manage security on the park site?
8) How can Metro Vancouver work with the existing institutions and groups that are providing new farmer education and
training?
9) What is the next step for new farmers after the incubator farm period has been completed?
Conditions and Rules
10) What conditions and rules are applied to other incubator farms?
11) Are most incubator farms on private or public land? Are any incubator farms operating on park land?
12) Are there any covenants on land used for incubator farms?
13) Do these incubator farms have a land use agreement, lease or license that can be shared?
iv
14) Would an incubator farm be able to accommodate rules for farming in a park such i.e. organic standards and
permitted substances or guidelines for environmentally sensitive agriculture? Note: these are currently in progress
for Metro Vancouver regional parks.
15) How will the incubator farm ensure proper crop rotations and soil conservation practices?
16) What role, if any, can an incubator farm play in terms of public education, farm tours and demonstrations?
17) Is there public access to farming areas in other incubator farms? If so, how has the public assess been managed?
18) What types of farming can and cannot accommodate public trails?
19) What linkages can be created between an incubator farm and the existing Colony farm community allotment gardens
and other proposed activities such as academic research and therapeutic gardens?
Incubator Farmers
20) What types of farmers are anticipated to participate in an incubator farm i.e. full time, part-time, immigrant, urban?
21) What criteria and process should be used for selecting incubator farmers?
22) Should incubator farmers be required to prepare a business plan?
23) How many new farmers per year should be accommodated?
24) How long are the new farmers staying involved in the incubator farms?
25) How important is an education component to an incubator farmer?
26) Has education or training been provided as part of other incubator farms programs?
27) What is the best means of providing training and business skills or a mentoring role to incubator farmers?
28) Who has paid for the cost of education, training and mentoring incubator farmers?
Farm Operations
29) Is there an on or off site residential component to other incubator farms?
30) What sizes and numbers of incubator farm plots are ideal?
31) Has rent been paid by incubator farms in other programs?
32) Does the existing incubator farms charge rent, if so, how is the rent rate determined? Is it based on land value or crop
value?
33) What are the potential revenues for incubator farms (what is the range for different types of farms)?
34) Should an incubator farm include livestock, and if so, what infrastructure or other measures to manage livestock are
required?
35) How should composting and manure management be handled on an incubator farm?
36) What direct farm marketing avenues are desirable for an incubator farm?
37) What linkages to other incubator farms have or could create with local farmers markets?
38) What are the critical factors for success in an incubator farm program and are there any mistakes that others have
learned and should be avoided.
Summary of interviews
DeLisa Lewis – UBC Farm
Farm Structure:
Program that follows the growing season – 8 month program (March to November). 30% foundation of sustainable agriculture,
70% experiential education within working and production farm system (market garden, restaurant sales, CSA). Hoping to
recreate the program to a year-round accredited course, but open to all students at the university – sustainability minor. Also
looking at a continuing studies course.
Overall Management
1)
What entity or management structure should be created to manage the incubator farm program?
Not sure based on unknown model for Colony Farm. What education are the plot holders coming in with? Relationships
and shared resources – needs to be someone on site to mediate common resources and access. In term of a facilities
person there are numerous benefits to having a person with a lot of experience to help run the property. Compensation
depends on what they are being asked to do. Do they always have to manage facilities, or is it something they are doing
alongside the other farmers? Farm managers live for free, but they have a lot of duties at UBC Farm. The scope of work
depends on the individual and their skill set. It would be ideal to have someone who can fix things. Compensation could
be a combination of land and salary – depends on level of infrastructure present.
v
2)
What aspects of an incubator farm could be run on a cooperative basis?
UBC Farm – practicum plots (1m x 15m) and shared section (10m x10m) – work together to devise crop plan for that
shared section. Determine harvest and maintenance schedule cooperatively as well. Work as a team on the farm.
Development of farm business plans in a cooperative model – crop rotations. This enables them to produce marketable
quantities of products. Marketing cooperatively is complicated, but can bring value to the customer and reduces
complexity.
3)
What farm infrastructure and equipment are essential to incubator farms? Who should provide and maintain it? Farm
infrastructure is defined as buildings or facilities for secure storage for equipment, crop processing, composting, fuel
storage and dispensing, as well as irrigation and drainage improvements.
Whole set of basic tools of the trade – hand tools, cultivation equipment depending on scale. A small compact diesel
tractor is valuable. If under 1 acre, most could be done with hand tools. Anything beyond a 200 ft row or 1.5 acre plot you
would need more large scale equipment. Need on-site means of composting.
4)
What security issues do other farm operations face and what is the best way to manage security on the park site?
Not just a public site at UBC, but are actively inviting the public to come to the farm for the landscape amenity. Hosts
multiple events and multiple users through education programs, teaching gardens, weddings, festivals. Making sure
everyone understands the boundaries of a garden. Currently developing user agreements and protocols. It is just another
extension of the education that happens there. Visuals cues that can be made to define territory without chain link fences
– landscape architecture. Simple hedgerows and raised beds to define edges of the garden.
5)
How can Metro Vancouver work with the existing institutions and groups that are providing new farmer education and
training?
Would like to see reproductions of what UBC Farm is doing (satellite farms) which is a working farm in an urban place.
Demands and skills cannot be filled just with UBC Farm - provide enough access to enough people. Need more farmers and
more opportunities to farm.
6)
What is the next step for new farmers after the incubator farm period has been completed?
Have been given enough time to scale up their business and tighten their skills. Established partnerships with other
growers who have access to land can be the next transition (many farms need new partnerships and new energy on their
site). They could also start their own enterprise or they may discontinue.
Conditions and Rules
7)
What role, if any, can an incubator farm play in terms of public education, farm tours and demonstrations?
Good to have multiple levels of participation and engagement. Ideally, should have direct engagement with those that are
lucky enough to have access to the land. This can have a transformative experience with the land – and a ripple effect to
their friends and family. Since it is a public access site it would be beneficial to provide informal and formal courses and
workshops. Farmers can offer these as a way to justify their space and place at the farm. Less engaged can have the
opportunity to walk through to help motivate them. Have events to wrap up season of growth – share some of the
harvest. Should be responsible for multiple approaches to educate the public.
8)
Is there public access to farming areas in other incubator farms? If so, how has the public assess been managed?
Vandalism at UBC Farm has had to do with events, but some weddings have had an impact. Have two sets of live-in
caretakers. Farm is gated and locked.
9)
What types of farming can and cannot accommodate public trails?
Sustainable agriculture is more conducive to integration with the public. It is at the human-scale.
10) What types of farmers are anticipated to participate in an incubator farm i.e. full time, part-time, immigrant, urban?
Multigenerational and multi-ethnic farmers.
11) What criteria and process should be used for selecting incubator farmers?
Maybe this is a second stage program after they are involved in a farm school program. Don’t want to create a bottle neck.
Probably don’t have enough capacity to fill the demand for land right now, so maybe this needs to be a first stage. UBC
Farm/Kwantlen Farm School or similar program or competencies should be in place. There should be both a place for new
farmers to see if they want to farm and for people to access land who have experience. Mentoring would happen if people
had different levels of knowledge and skills. Don’t just want new farmers on site – multigenerational aspect.
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12) How long are the new farmers staying involved in the incubator farms?
Recommend a minimum of 3 seasons, particularly for new farmers. There would need to be a set of conditions and
requirements.
Farm Operations
13) What sizes and numbers of incubator farm plots are ideal?
Diversity is important and different sized plots would work well for different levels of intensity. For economic viability need
1 to 2 acre plots. Self-sufficiency – wouldn’t go beyond 0.25 acres. Urban survivalist uses a 50 x 100 ft plot.
14) Should an incubator farm include livestock, and if so, what infrastructure or other measures to manage livestock are
required?
Mixed farming is important. and should be a true model of farming, which incorporates livestock.
15) What are the critical factors for success in an incubator farm program and are there any mistakes that others have
learned and should be avoided.
Don’t have anywhere to move graduates to except for Richmond Incubator Farm. Challenge moving forward will be to
make access to incubator farm available to graduates of UBC or Kwantlen’s programs. Presentation from Colony Farm to
students on programs at UBC and Kwantlen and what is available. Need to have a strong understanding of what will
happen with Colony Farm.
Chris Bodnar - Glen Valley Organic Farm
Farm Structure:
Glen Valley Organic Farm uses a Cooperative farming model. The purpose of the cooperative is to make ownership of
the land more feasible. Currently there are 50 people who each own shares and they are part owners of the coop. Members
don’t see any financial return at this point as the original intention was to purchase and help protect the farm, but now the
mortgage has been paid off for the past 4 years. The role of shareholders is minimal – but they do play a role in providing
strategic vision for how the land is used. The Board (stewardship team) volunteers do bookkeeping, conflict resolution and
occasional work parties. There is also a second layer of cooperation for purchasing and maintaining equipment. Most tools and
machinery are owned by individuals, but they collectively own a tractor. Shareholders also cooperatively market produce. The
primary business has been Chris Bodnar and Jeremy Pitchford, but next year there will be 4 separate businesses selling
individually.
Overall Management
1)
What entity or management structure should be created to manage the incubator farm program?
Facilitator vs. a manager – plot holders should be responsible for their own space and figure out how to divide tasks
amongst themselves. If there is someone who is doing all of the farm maintenance for the plot holders then they won’t
have a realistic expectation of what it takes to farm. Maybe hire a facilitator who doesn’t have a background in farming –
or an incubator plot manager who is consistent from year to year who works through a process with new recruits,
conducts exit interviews, and deals with conflict management. Another option is to bring on a retired farmer or
experienced farmer to work as a mentor. In this scenario the plot holders wouldn’t need to have farming experience, but it
is important to remember that this person will set a tone for the place – this needs to be the right person.
Not as ideal for farmers to be living off the property, but it’s not necessary to be living on site. There should be someone
who manages the farm that is on site to deal with emergencies.
2)
What aspects of an incubator farm could be run on a cooperative basis?
Cooperative marketing and sharing of equipment
3)
What role and responsibilities does the landowner have to the incubator farm and what role and responsibilities does
the incubator farm have to the landowner?
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Other farms have had no written agreement with the City due to staff not wanting to put things in writing and formalize.
Students/plot holders would be unwilling to commit since they wouldn’t want to invest in land that may not be there. It is
important to have written agreements to maintain security and longevity
4)
What farm infrastructure and equipment are essential to incubator farms? Who should provide and maintain it? Farm
infrastructure is defined as buildings or facilities for secure storage for equipment, crop processing, composting, fuel
storage and dispensing, as well as irrigation and drainage improvements.
Drainage. Is there work that needs to be done on the site before plots are offered? This is the most important point and
needs to be dealt with before the incubator farm is running. May need Big O or subsoiling.
Irrigation. There needs to be a way of managing this. What is the irrigation capacity? How is it fixed? Expectation on how
much is available for plot holders and how much it costs (i.e. potatoes have a lower water demand than berries) because
plot holders will have different needs (needs to be scaleable).
Safe storage. Hand tools should be the individual plot holder’s own responsibility. The size of plots will dictate the
necessity of larger equipment such as tractors and rototillers. Hoop houses should be the plot holder’s responsibility as
well and should go with them when they leave or be transferred for a fee to the next person. Space for storing, washing
and packing produce. This could be a multi-use structure (i.e. seeding, starting, storage, packing).
5)
How can Metro Vancouver work with the existing institutions and groups that are providing new farmer education and
training?
Incubator plots could be a way for new farmers to test out and practice their farming skills after leaving farmer education
training programs, but before they start farming full scale (or with others) on their own land. An urban site allows them to
still live in the city.
6)
What is the next step for new farmers after the incubator farm period has been completed?
They could move on to their own land or join a cooperative with other farmers. It’s a stepping stone to farming full time.
Could also lead to larger scale urban agriculture endeavors.
Conditions and Rules
7)
What role, if any, can an incubator farm play in terms of public education, farm tours and demonstrations?
Colony Incubator Farm could be used as a brand with a market stand on site. This could help to draw people to the farm.
8)
What criteria and process should be used for selecting incubator farmers?
Who gets to farm depends on the type of arrangements that are being made. Leased land gives someone all the benefits
of ownership during that time. If someone wants to be there a long time, then they will want security and exclusive use of
that space. Do they have the right to fence and keep people out? Licensed land provides access to land on a license basis,
which may have a larger educational value – this may help to outline expectations better and limit the duration people
stay.
It may be ideal for new plot holders to have completed some sort of mentorship program (Kwantlen/UBC/WWOOFing), so
that people have some understanding of what they are doing. There needs to be an admissions panel. Compulsory
workshops should be offered at the beginning of each season for new plot holders that outlines: expectations while
farming on that site, what is done cooperatively/individually, and how to manage conflict.
Many apprentices from UBC and Linnaea Farm programs don’t feel they have enough skills to farm on their own. Suggest
they farm somewhere for a while. Colony Farm could complement what other cooperatives and farms are doing, especially
when looking at a larger purpose – sustainable local and regional food system.
9)
How long are the new farmers staying involved in the incubator farms?
3 year commitment? Medium term goal setting in a business plan. This could be a good length of time to commit to.
Farm Operations
10) What sizes and numbers of incubator farm plots are ideal?
1 to 2 acres seems to be a good size. Need to ensure that the land allocated is sufficient for plot holders to earn an income.
11) What direct farm marketing avenues are desirable for an incubator farm?
Marketing – are they going off site, or is there cooperative marketing on site? Infrastructure may be needed if they are
marketing on site. Marketing cooperatively can allow you to plan your crops based on supply and demand, but sometimes
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hit a snag when people want to grow the same products – that’s where friction starts. At farmers markets Colony Farm
would have recognition value and people would understand this. A CSA model could also work. The advantage of new
farms in trying a small-scale CSA are that you have a group of people who are understanding and supportive if something
screws up. Marketing could be on an individual basis or collective. Orientation and mentorship is important here as well as
determining the mix of farmers. Treat Colony Farm as a brand and maintain some control over how people associate their
relationship to the farm – particularly with relationship with Metro Van (some farmers may feel they are competing with a
public entity). Plot holders are allowed to market their products using the Colony Farm name for the duration of time they
are farming at Colony Farm, or they can develop their own farm name that they take with them. How will people
differentiate themselves in the marketplace? What are the expectations?
12) What are the critical factors for success in an incubator farm program and are there any mistakes that others have
learned and should be avoided.
Things to consider: Who pays for what infrastructure? How do you allocate costs? Coop and Incubator farms attract
people who want to farm, but not necessarily people who want to farm cooperatively. This is the hard part – how do you
collectively manage resources?
Need to have clear expectations around the use of space – particularly with public land. Nathan Creek farm (crown land
with a coop that holds long term lease for farmer) is an interesting example. People think of a park as a public amenity.
Many people who think farming is cool, but there is a real commitment and a benefit to being on a piece of land over time.
Frustrating for those that are mentoring as young folks are not able to put in a long term commitment (but this is the
benefit of an incubator farm).
Amy Suess – Skeeter Farm
Farm Structure:
Skeeter Farm moved to the Fraser Valley Duck and Goose (FVDG) property in 2010. Amy had been living at the FVDG site
previously and they offered a low lease rate. FVDG has 70 acres of unused hay field that they have offered for a lease. In 2009,
Jamie and Amy, the original farmers with Skeeter Farm in Abbotsford split up as business partners. Amy gained two more
business partners with the move to FVDG and has since moved away from the incubator farm concept. They now deal one on
one with landlords and lease property from FVDG, who provides water and electricity, as well as some access to equipment.
Currently they have a year to year lease, which works for them since they don’t have long term visions for Skeeter Farm at this
site and Amy will likely split off in next 2 years to somewhere more affordable.
The Barrowtown Agricultural Development Society (BADS), who originally managed the brownfields site in Abbotsford, has
changed to FarmStart (BC). Skeeter Farm is no longer under this umbrella. There were dreams of the original Abbotsford site
becoming an incubator farm, but funding never materialized. Skeeter Farm purchased all of their own equipment and had
already started their own business from that site. The only benefit at that original site was that the land was donated by the
City of Abbotsford. Unfortunately, they experienced several thefts on that property and had all of their stuff stolen (i.e.
rototillers, etc.). FarmStart (BC) has relocated to the Bakerview EcoDairy property now.
Overall Management
1) What entity or management structure should be created to manage the incubator farm program?
FarmStart (BC) (board of 5 people) manages the project at the EcoDairy and the EcoDairy provides the land at no cost.
FarmStart (BC) facilitates the new farmers and acts as a liaison between the farmers and the property owner. Having an
outside party removed from the site managing the farmers doesn’t work well and Amy suggested that there needs to be
someone on site. There should be site managers (1 or 2 people that have their own plot and/or farming knowledge) on site
to manage people and manage expectations for the site (tidiness). This role warrants a paid position because it’s a lot of
work to get people up and running – this person will be asked a ton of questions and asked for help often. Don’t want
someone who is competing for their time on the farm – need to have time to manage the site and the farmers. Dealing
with 4 people took at least 10 hours a week of Amy’s time when the site at the EcoDairy got up and running this year.
2) What farm infrastructure and equipment are essential to incubator farms? Who should provide and maintain it?
Farm infrastructure is defined as buildings or facilities for secure storage for equipment, crop processing, composting,
fuel storage and dispensing, as well as irrigation and drainage improvements.
Need stuff that makes farming more efficient, particularly for people in their first year of growing such as easy water
access. New farmers should invest in the tools that they need (irrigation equipment) – allows them to take ownership of
their stuff right away. Washrooms, storage facility, and a joint wash area are infrastructure needs that should be provided.
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A shared equipment bank could be a good route, but hand tools should be the plot holders’ responsibility. When you
overpromise on infrastructure there is a level of expectation that may be unrealistic. Having ownership over equipment
helps you to access what you need when you need it. (FarmStart (BC) – each individual farmer has water at their plot, have
to coordinate when water is on because the pump is small)
3) What security issues do other farm operations face and what is the best way to manage security on the park site?
Skeeter Farm wasn’t accessed by the public openly. They had a gate, but people could find their way on the property. They
had a secured, locked container for storage, but people still managed to break in. They have had no security concerns with
current site – visible site and everyone knows everyone. Original site was too isolated and they had no lighting. There was
also a lot of petty theft (scrap metal) was occurring in Abbotsford at that time as well. Having to buy things repeatedly was
a huge burden on the farm and affected farmer morale. Need secure storage, but ability to bring it out easily (need to be
able to access hoses and tools easily and not have to lug it really far across fields).
4) How can Metro Vancouver work with the existing institutions and groups that are providing new farmer education
and training?
Something that is needed right now is a hub that brings all of these organizations together and some place that has a
facility that can leverage what everyone else is doing. Colony Farm could be the centre of a network to help new farmers
get going. Colony Farm could also hosts events and workshops and provide a bridge between urban farmers and the Fraser
Valley. Demonstration site for the public as well – this was the EcoDairy’s motivating factor, but it hasn’t happened yet.
Public needs to have an understanding of farming.
5) What is the next step for new farmers after the incubator farm period has been completed?
Depends on the situation outside of the incubator farm. Is it economically feasible to find their own place to start farming
or farms to partner with? Colony Farm could help farmers to find leasing opportunities after they leave.
Conditions and Rules
6) What conditions and rules are applied to other incubator farms?
Lease agreement was implemented by FarmStart (BC). The lease included rules for making sure everything was clean, that
farmers were cover-cropping, that they submitted annual reports, respected their neighbours, applied organic principles,
etc. Amy will send us a copy.
7) Do these incubator farms have a land use agreement, lease or license that can be shared?
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EcoDairy doesn’t charge any money for the land, but FarmStart (BC) charges a lease fee on an annual basis (1 year - $200,
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2 year - $250, 3 year - $300) with a $200 deposit. This helps cover site improvements, maintenance and infrastructure.
Has not been a deterring factor, but it hasn’t been a revenue generating opportunity either.
8) What criteria and process should be used for selecting incubator farmers?
In the first year they didn’t solicit for people. First four were first to show interest and seemed capable. Formal education
isn’t necessarily the best way to create a new farmer. UBC or Kwantlen program graduate could have priority at Colony
Farm, but the purpose of an incubator is to learn things you would in an internship setting – may allow you to skip that
step and not have to pay for the internship and could allow you to generate an income as well. Internship programs attract
certain types of people, are these the people you want in an incubator farm?
9) Should incubator farmers be required to prepare a business plan?
Did require this through FarmStart (BC) in order for people to prove they are serious about farming. Shows commitment to
what they are doing. If Colony Farm decides to ask for a business plan it is important to provide a template or model for
people to work with to keep some consistency with responses. Don’t need a business plan in first year necessarily – just a
chance to try it out (certain plot size as threshold – 1 acre and above requires a farm plan).
10) How many new farmers per year should be accommodated?
This may need to build over time. Hard to say right now.
11) How long are the new farmers staying involved in the incubator farms?
Some people will take a year to know if they are into it. 3 years is about the length of time it takes to establish something
and determine whether they want to move to their own land. 3 year renewable lease is pretty standard and seems
adequate.
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12) How important is an education component to an incubator farmer?
Some may need formal education, so it should be available, but not mandatory. Some may have that background already
and just need a place to farm. Some type of education program or modules should be accessible and it would be great to
have those offered on site (modules could be recommended by entrance committee).
Farm Operations
13) What sizes and numbers of incubator farm plots are ideal?
Need a range of sizes. 1 acre plots at EcoDairy were offered and farmers only planted about half of this space. 0.25 acre
test plot to start with larger scale gardening opportunities, then offer larger plots they can move up into. Five acres is
probably too large to start. Don’t want to provide all the land they need for their business plan – allow them to grow into
their plan. At a larger scale they would have to invest in a lot of infrastructure.
14) Should an incubator farm include livestock, and if so, what infrastructure or other measures to manage livestock
are required?
Adds a layer of complexity, but if thoughtfully done that would be great. Compost and manure management needs to be
considered as well as what will happen with the livestock if they leave the property. But manure is important to have on
every farm and is part of a sustainable farming system.
15) What are the critical factors for success in an incubator farm program and are there any mistakes that others have
learned and should be avoided.
Expectation of aesthetic value of farms can be a challenge for new farmers. There will always be weeds and equipment
lying around.
Recommendation: Do a demand study on how many farmers are seeking incubator plots.
Travis Marcotte – Intervale Incubator Farms
Farm Structure:
Intervale Farm is located on 350 acres of land within the municipal boundary of Burlington, Vermont. In 1990 it founded a
Farms Program, to lease land, equipment and other infrastructure to small scale farmers. The Farms Program is located on 160
acres. Land adjacent to Intervale is owned by a dairy farmer and he brings equipment over to crop the land with forage crops.
Intervale receives state funding to operate the Success On Farms program, whereby they consult with farmers (at no costs)
one-on-one throughout the state on business management. The staff met with farmers face to face, in the barn and at the
kitchen table.
Travis Marcotte – Program Manager F/T
Julie Rubaud – Farms Manager P/T (graduate of the program who now runs her own farm business)
[email protected] (802) 660-0440 x116
Overall Management
1) What entity or management structure should be created to manage the incubator farm program?
In 1990 the program started on a 3 acre parcel, with small plots divided up between a handful of new farmers. Now the
program is three-tiered program (first tier is incubator farm, second tier is enterprise farms (more commercial, bigger
plots), and third tier is reserved for the mentor farms).
Incubator farmers receive business planning support, mentoring and reduced prices for land and equipment. To be
admitted to the Enterprise Farm program you must have been previously an incubator farmer for at least three years.
Mentor Farms are mature farms who have been operating in the Intervale for at least five years and take on the role of
mentoring incubator farms.
Big fan of mentors, they keep costs down.
2) What aspects of an incubator farm could be run on a cooperative basis?
Intervale doesn’t have any formal cooperatives set up, but some of the sales and marketing are run by subgroups of
farmers. The Intervale Food Hub helps to connect farmers to retailers and consumers in the Burlington community. The 12
farms that rent land from the Intervale Center are independent and have their own corporate structure. Some are sole
proprietors, some are partnerships, some are limited liability corporations (LLC), some S-Corp or C-Corp, and one is a
Member Owned Cooperative.
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3) Is it possible to obtain any publicly available financial statements concerning the management of an incubator
farm, individual plots or farming program?
Yes – Intervale has a package of information available to share, for a fee.
4) What role and responsibilities does the landowner have to the incubator farm and what role and responsibilities
does the incubator farm have to the landowner?
Responsibilities of farmers for the site and infrastructure maintenance (fencing, etc.) increases based on which tier they
are farming within.
5) What farm infrastructure and equipment are essential to incubator farms? Who should provide and maintain it?
Farm infrastructure is defined as buildings or facilities for secure storage for equipment, crop processing, composting,
fuel storage and dispensing, as well as irrigation and drainage improvements.
The Intervale farmers are responsible for the majority of their own tools. Water hook-ups for irrigation are provided.
6) Are there ways of recouping the cost of infrastructure, other than rent?
Intervale also has a fee-for-service consulting arm (“Intervale Consulting”) that provides assistance to organizations
wishing to start an incubator farm program at a rate of $90/hour for community sharing. They have successfully helped
groups in several states. This involves visiting the site, providing input on the operation and business plans, and assessing
the infrastructure needs. http://intervale.org/programs/intervale_consulting/index.shtml
7) What security issues do other farm operations face and what is the best way to manage security on the park site?
Since Intervale is within the Burlington city limits they do have on-site secured storage. This is key.
8) What is the next step for new farmers after the incubator farm period has been completed?
About 33% of the land is available to incubator farmers and the remaining two-thirds to mentor farms. The goal is to
ensure that land is available annually for new farmers, which means established farmers eventually need to leave.
Incubator farmers are encouraged to begin planning for transition away from Intervale upon admission to the program.
The Intervale Center is committed to assisting incubators in finding suitable, more permanent homes outside of the
Intervale.
Conditions and Rules
9) What conditions and rules are applied to other incubator farms?
There are land use protocols written into the lease to make sure that certain farm practices are maintained (cover crops
and rotation, compost application, maintenance of weeds, diseases and pests).
10) Do these incubator farms have a land use agreement, lease or license that can be shared?
Yes – Intervale would include this in a fee-based information package.
11) Would an incubator farm be able to accommodate rules for farming in a park such i.e. organic standards and
permitted substances or guidelines for environmentally sensitive agriculture? Note: these are currently in progress for
Metro Vancouver regional parks.
All Intervale farms follow the organic standards set by the Vermont Organic Farmers (VOF) organization. Several of the
farms are also independently certified as organic. Most of these practices are written in to the Land Use Protocol.
12) How will the incubator farm ensure proper crop rotations and soil conservation practices?
This can be written into a Land Use Protocol, as part of the lease.
13) What role, if any, can an incubator farm play in terms of public education, farm tours and demonstrations?
Intervale has actively taken on this role from the beginning. It charges a fee for tours. It has received a lot of attention
from State and National press. Travis mentioned just this week there was an article in the New York Times about it – see:
http://opinionator.blogs.nytimes.com/2011/11/29/making-local-food-real/
14) Is there public access to farming areas in other incubator farms? If so, how has the public access been managed?
In city limits of Burlington so there are recreational users on the land. Intervale maintains trails for hiking, biking, cross
country skiing and leads seasonal tours. This is another way to make some money off of the project.
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15) What linkages can be created between an incubator farm and the existing Colony farm community allotment
gardens and other proposed activities such as academic research and therapeutic gardens?
Intervale partners with several groups, such as an American Indian heritage garden group – Abenaki; New Farms for New
Americans – a partnership to provide refugees with land; Burlington Food Council; and Burlington School Food project – to
bring fresh food to cafeterias and bring students to the farms.
16) What types of farmers are anticipated to participate in an incubator farm i.e. full time, part-time, immigrant,
urban?
The Association of Africans Living in Vermont (ALV) partnered with Intervale to provide new farms for new Americans. It’s
been touted as one of the best immigrant programs in the USA. Senators and other politicians have become involved and
it has created a lot of positive press for Intervale.
17) What criteria and process should be used for selecting incubator farmers?
Intervale has a fairly rigorous application process to make sure that applicants are truly serious about farming. Their
application can be viewed online:
http://intervale.org/programs/documents/IntervaleCenter_FP_RecruitmentPacket2011.pdf
Interested farmers need to include a farm business plan, and previous farming experience is preferred. Criteria includes:
•
Sound Business Plan that demonstrates good market opportunity
•
Minimal one to three years farm experience and has never owned a farm
•
Personal capacity to take risk: resources to cover living expense
•
Strong awareness of organic production criteria
18) Should incubator farmers be required to prepare a business plan?
A business plan is required as part of the application process.
19) How many new farmers per year should be accommodated?
Each year, between one and three new farm businesses join the program as incubators, but there are close to 12 farmers
total.
20) How long are the new farmers staying involved in the incubator farms?
After five years, incubator farmers are required to relocate their farm off-site
21) How important is an education component to an incubator farmer?
It depends on the person. Sometimes passion and willingness to learn goes a long way, but most new farmers at Intervale
arrive with a few years of training (WWOOFing, etc).
22) Has education or training been provided as part of other incubator farms programs?
There are business management training workshops available to the new farmers.
23) Who has paid for the cost of education, training and mentoring incubator farmers?
This is partly the role of Intervale staff and partly the mentors.
Farm Operations
24) What sizes and numbers of incubator farm plots are ideal?
There are 12 farms operating at Intervale. Over 60 farmers, hired staff, interns, and students work the farms each season.
25) Does the existing incubator farms charge rent, if so, how is the rent rate determined? Is it based on land value or
crop value?
For the first three years, the incubator farm will be charged subsidized rates (80%) for goods and services and in the
remaining two years, incubator farms will be charged full rates. All farmers and mentors pay rent – cost of land, water,
equipment costs. Grants defray the costs.
26) Should an incubator farm include livestock, and if so, what infrastructure or other measures to manage livestock
are required?
There is currently no large livestock or dairy farming per se happening at the Intervale. There is a small pastured poultry
operation and a few people raise pork for personal consumption.
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27) What direct farm marketing avenues are desirable for an incubator farm?
Intervale Farmers sell their produce through a variety of markets — wholesale, farmers’ markets, retail stores, and CSAs.
Sri Sethuratnam –Incubator Farm Program Manager, FarmStart
Farm Structure:
FarmStart is based in Guelph, Ontario, and oversees an incubator farm program that is based at McVean Farm, in Brampton.
The farm is located on land owned by the local conservation authority. There are no residences or permanent structures (barns)
on the property.
Overall Management
1) What entity or management structure should be created to manage the incubator farm program?
Program Manager (managing funding, liaising with farm manager, outreach to partnerships, year-end reports, selection of
farmers, presentations) and Farm Manager (day to day operations, plowing, water scheduling). FarmStart has a great farm
manager whose main role was to listen. Initial $300,000 application to Trillium was for both management and
infrastructure. Trillium said could have one or the other, decided to go for management. Best investment decision. 3 year
funding from Trillium coming to an end, maybe can get a 2 year extension. Long term it will be a challenge to fund.
2) What aspects of an incubator farm could be run on a cooperative basis?
No formal cooperative set up, just informal initiatives. Draw a lot of knowledge from farmers who are 3, 4 years down the
road. Get help with marketing and farmer’s markets that way. For every cooperative that succeeds there are many that
fail. Not a static place, lots of people in and out, therefore not ideal for a cooperative.
3) Is it possible to obtain any publicly available financial statements concerning the management of an incubator
farm, individual plots or farming program?
Fee-for-service. All lease agreements, year-end reports, applications process, more phone time.
All the above plus more time and/or visit and consultation for an additional fee.
4) What farm infrastructure and equipment are essential to incubator farms? Who should provide and maintain it?
Farm infrastructure is defined as buildings or facilities for secure storage for equipment, crop processing, composting,
fuel storage and dispensing, as well as irrigation and drainage improvements.
Physical aspects not as important in starting a successful incubator farm program. Staff resources and passion are the most
important.
5) Are there ways of recouping the cost of infrastructure, other than rent?
Funded by McConnell Family Foundation – interested in seeing how Incubator Farm can be replicated across Canada.
Funding also received from Trillium Foundation.
Fundraised for infrastructure (tools, water, electricity, tractor, plows), 20x16 tepee, refrigerated unit with diesel engine.
Farmers pay rent for everything.
6) What security issues do other farm operations face and what is the best way to manage security on the park site?
Vandalism is a real problem – smashed offices, use a locked hut and steel lockers.
Conditions and Rules
7) Are most incubator farms on private or public land? Are any incubator farms operating on park land?
McVean farm is located on land owned by the Conservation Authority.
8) Do these incubator farms have a land use agreement, lease or license that can be shared?
Lease – 5 years, rolling lease so at any given time you have 5 years if they want to end it.
Rent is $62/acre/year.
9) How will the incubator farm ensure proper crop rotations and soil conservation practices?
Land protocol – can ask farmers to grow certain ways or follow stewardship methods. Farm is certified organic, can choose
to be or not but can’t compromise neighbours.
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10) What types of farmers are anticipated to participate in an incubator farm i.e. full time, part-time, immigrant,
urban?
Tried to reach out to immigrant groups but out of 21 farmers this year 10 are immigrants and they found FarmStart on
their own.
11) What criteria and process should be used for selecting incubator farmers?
No strict criteria for farmer selection, spend a lot of face time. Need an application process that lays out their core idea,
background, marketing ideas. Spend time with Program Manager and go over application and a lot is placed on that initial
meeting. Changing food system farmer by farmer, so there is a lot of value in that time. Find out what challenges might be
that they bring with them (cultural, perspectives, academic). Academic training is not important. Commitment and
passion is the main criteria. Use a personal basis to choose the farmers, lots of one-on-one face time during application
stage.
12) Should incubator farmers be required to prepare a business plan?
Yes, and they are required to submit annual financial statements.
13) How long are the new farmers staying involved in the incubator farms?
6 years maximum time, many leave earlier.
14) Has education or training been provided as part of other incubator farms programs?
FarmStart has a good training program (not just for incubator farmers), so some courses are mandatory for new farmers.
15) What is the best means of providing training and business skills or a mentoring role to incubator farmers?
Finding mentors not a huge problem, started small at 4 farmers, most came with good knowledge. Looking at a formalized
mentorship program but none in place right now. Not necessary at start up, need to what the issues are as you progress.
Responsive organization. More of a buddy system. More established farmers don’t currently have much in common with
the new farmers. So it’s a case by case or issue by issue basis.
Farm Operations
16) Is there an on or off site residential component to other incubator farms?
There are no residential buildings or barns, nothing permanent allowed. They do have a teepee for some equipment, and
secured storage area.
17) Has rent been paid by incubator farms in other programs?
New farmers have to pay lumps sum amount (1/4 acre plus water, tractor). Pay for usage of water and electricity. Be able
to share numbers with Metro Vancouver – would need to pay for it. Built on Intervale model. Next time go to 4-5 acres.
18) Should an incubator farm include livestock, and if so, what infrastructure or other measures to manage livestock
are required?
McVean farm doesn’t have livestock.
19) What are the critical factors for success in an incubator farm program and are there any mistakes that others have
learned and should be avoided.
Sri would be very interested in coming out to look at the site, could share costs in getting him to Vancouver. Thinks
incubator farm is a great model, good stepping stone.
Tarrah Young – Green Being Farm
Tarrah is a graduate of the FarmStart program. She farmed at Ignatius Farm, prior to when McVean Farm partnered with
FarmStart. She was fairly different from other incubators because she had worked on 3 farms before (most had no experience).
She knew she wanted to farm but incubator process allowed her (and her husband) to try out farming and work full time at
their old jobs at the same time. Tarrah was on the Board of FarmStart and was concerned that a lot of new farmers were
lacking in experience, but in the end was amazed to see their growth. Older more experienced farmers might not have as much
flexibility in terms of living arrangements, etc.. Most people continue farming after leaving the incubator farm, but with
different reality checks.
xv
Currently she is in year 4 of a 5 year business plan with Green Being Farm. She owns the property (mortgage). Things are going
very well overall financially. However the first years of establishing a farm are tenuous years because even when business is
growing, funds are in short supply because they are still putting up infrastructure – these are high cost project. Still fencing the
farm, started with temporary netting but the labour (repair) was too high, so replaced about a third this year. No predation
issues so far. They use electric fencing. She has great new farmer neighbours that share equipment (not a formal cooperative)
and support one another.
She provides space for an incubator farmer and volunteers (WWOOFers) on her property in the summer. This is helpful in terms
of shared labour but is a lot of extra management effort.
In terms of incubator farms, it is important to ask what the overall goal is. She thinks it should be a stepping stone towards
moving onto new property. Land prices around Toronto are so high that going on to buy land isn’t necessarily an option
afterwards. One incubator farmer at McVean is still farming there many years later. Only recently did FarmStart put the 6 year
maximum stay in place. Is an incubator farm program successful based on the number people accepted or the number of
people who graduate and continue to farm?
At first the criteria for new farmers at McVean was very loose – pretty much took everyone that was interested. Now are
starting to tighten up the criteria. The new farmers were supposed to submit financials at the end of the year but many never
did and there was no recourse for people who didn’t follow the rules. Now have to do workshops because skill level was just
not there.
Might want to consider allowing people to stay on the land, provide a tiered system, if costs of land are so high as to be
prohibitive to move off-site.
¼ acre plots (too small), no livestock on McVean – facility wasn’t set up with barns and fences or water, only allows for veggies,
bees, and mushrooms. Not the most ideal set up for people who want to learn how to farm with poultry, livestock, etc. Larger
scale fieldwork is important – could have someone designated to do haying, tractor work. Should provide a sliding scale of land
amounts (acres) based on experience and target income.
Other thoughts:
•
Could have an incubator on an existing farm with a caretaker in place;
•
Felt that rental rates at FarmStart were almost too reasonable, didn’t provide the motivation required to make the
farm financially viable. Rend included use of equipment and water;
•
After first few years on the site you can get farmers to pay more into it;
•
Full time farm manager after farmers gain experience less important – mostly important for the beginners;
•
Fundraiser dinners bring in extra money, festivals, tours, agritourism;
•
If new farmers don’t leave in due time, then they should be required to take on more responsibility towards the
operation of the land.
Challenges:
•
Biosecurity can be an issue when many people farming close together, especially if livestock are included;
•
Next steps after “Incubation” – support is needed. There is FarmLink and workshops on buying a farm, but should be
more help in the transition;
•
Abuse or misuse of soil affected people who used the plots after – enforced protocols would be useful;
•
Containers, locker or trailer is important for security.
Kent Mullinex – Kwantlen Polytechnic University and Anna Rallings – Richmond Farm School Coordinator
1) What entity or management structure should be created to manage the incubator farm program?
Community organizations or institutions with lease on the landowner (municipal or private). Agreements (sub-leases) with
occupants should include terms of use.
2) What aspects of an incubator farm could be run on a cooperative basis?
A cooperative could manage tools and resources for a site's farmers. A cooperative entity could also hold the lease from
the landowner and run all aspects of the project.
3)
What farm infrastructure and equipment are essential to incubator farms? Who should provide and maintain it?
xvi
Farm infrastructure is defined as buildings or facilities for secure storage for equipment, crop processing, composting,
fuel storage and dispensing, as well as irrigation and drainage improvements.
The managing entity should own and maintain the permanent infrastructure and equipment allowing the resources would
more easily pass from farmer to farmer. Infrastructure would include storage (incl. cold storage) and crop
washing/processing facility. Tools could include tractors, wood chippers, rototillers and other large high-cost equipment
that is prohibitively expensive for new small-scale farmers. Small low-cost high-use tools should belong to individuals to
prevent conflicts and loss by wear and tear.
Water access is a critical service the site must provide. The landowner must negotiate the use with the managing entity
and the farmers.
4) What security issues do other farm operations face and what is the best way to manage security on the park site?
Secure storage is critical due to high incident of theft. Crop theft will also be an issue in a public place. Education through
signage as well as some delineation from the public space can help with that.
5) How can Metro Vancouver work with the existing institutions and groups that are providing new farmer education
and training?
Programs such as the Richmond Farm School and others look to link their graduates with land. Providing a Metro
Vancouver land linking service (for both municipal and private land) for these graduates would be very effective. It
would be reasonable for Metro Vancouver to partner with regional public institutions that providing agriculture education
to provide new farmer training/education programming and technical support.
6) What is the next step for new farmers after the incubator farm period has been completed?
Farmers who complete these programs will be looking for longer term land leases, possibly outside of Metro Vancouver.
They will have refined their business plans and saved some capital for this move, but linking them with more permanent
arable land is critical.
7) What role, if any, can an incubator farm play in terms of public education, farm tours and demonstrations?
Incubator farms could be a powerful tool in bringing small-scale farmers into the public eye. In a public park, there could
be potential for education, incubator farm gate markets and workshops.
8) What types of farmers are anticipated to participate in an incubator farm i.e. full time, part-time, immigrant,
urban?
Incubator farming could attract a broad scope of farmers. Most will hope to become full-time, however, the reality is that
most of them will be farming part time. It is likely that most incubator farmers will come more from the surrounding locale
and not (want to travel) from far away.
9) What criteria and process should be used for selecting incubator farmers?
Those with sound, reviewed business plans, and persons from the from the local area. Farmers will have a higher degree
of success of they have mentors or a network of support. In order to protect incubator land from exploitation and
pollution, those with a good understanding of sustainable, preferably organic, practices should be chosen.
10) How long are the new farmers staying involved in the incubator farms?
A minimum of 3 years.
11) What sizes and numbers of incubator farm plots are ideal?
An individual new farmer would find a 1/2 acre to be a full-time commitment, some new farmers may choose to start even
smaller. The more farmers on the site, the better. New farmers do better with on- site support from peers.
12) Should an incubator farm include livestock, and if so, what infrastructure or other measures to manage livestock
are required?
This depends on the scale of livestock as well as the purpose. Any farmer keeping small livestock, such as chickens or
ducks, should adhere to a strict high level of regulation to prevent any abuse or neglect. Large livestock or animals for
meat production would not likely be feasible due to regulations, public concern and the lack of onsite housing for the
farmers (to provide the level of care needed). It seems that scale of individual incubator operations would likely preclude
livestock .
13) What kind of financial structure makes sense for plot holders? Lease, license, rent, etc.?
Short term leases (annual, renewable up to three years) with terms of use and renewal.
xvii
14) What are the critical factors for success in an incubator farm program and are there any mistakes that others have
learned and should be avoided.
Incubator farmers will likely need well laid out expectations for their site practices and behavior. However, they will also
need technical support as well as someone to liaise with them and the landowner (municipal or otherwise).
Tony Serrano and Gary Peterson, Agriculture and Land-Based Training Association (ALBA), Salinas, California
ALBA manages a multi-year farm business incubator program that entails 3 components: taking its 195-hour agricultural course
over six months; business plan development, lease signing and on-site training; and the incubator farm activities with marketing
and record-keeping assistance. ALBA supports marketing and distribution options for farmers, including a wholesale produce
distributor, ALBA Organics.
Overall Management
1) Are there ways of recouping the cost of infrastructure, other than rent?
ALBA is a non-profit and receives funding from federal grants, companies and private foundations. Organization does realize
some profit from marketing/sales for paying water and electricity and other significant costs.
2) What security issues do other farm operations face and what is the best way to manage security on the park site?
With more than 30 farmers on the site, we are not too worried about vandalism or security, as there are lots of eyes looking
out. There have been occasional issues, such as trash dumping, but none too severe.
3) What is the next step for new farmers after the incubator farm period has been completed?
ALBA is working with partners to bring more effective support to help farmers leave the incubator farm. We need a third,
advanced farm site for students who graduate and need to go off on their own but need to scale up with some protection
from risk.
Conditions and Rules
4) Are most incubator farms on private or public land? Are any incubator farms operating on park land?
The organization owns the land and uses the rents to augment the programming. No mortgage for the headquarters site.
One example of creating farmland on public lands is Sustainable Ag Education (SAGE) in the San Francisco Bay Area.
5) Are there any covenants on land used for incubator farms?
Yes, there is a conservation covenant on one of two farms to protect designated farming and wild lands in perpetuity
renewable every 100 years. It was arranged by the Elkhorn Slough Foundation in order to allow ALBA to acquire its Triple M
Ranch.
6) Is there public access to farming areas in other incubator farms? If so, how has the public assess been managed?
Generally no. We don’t let trails go through the farms – that would be a big problem not just for security but for food safety
as well.
7) How long are the new farmers staying involved in the incubator farms?
ALBA’s program lasts 6 years and after that it’s only on a space-availability basis with no guarantees.
8) How important is an education component to an incubator farmer?
Education and training is a key component of the ALBA program. They want to make sure all new farmers are starting with
the same skills and chance for success. ALBA has distinct requirements to enter and stay in the farm incubator, including
annual updates to farm business plans, maintaining a good credit record with ALBA, and survey participation regarding farm
performance and outcomes.
Farm Operations
9) Is there an on or off site residential component to other incubator farms?
There is an occasional full-time resident as it varies with tenancy in the farm house.
10) What sizes and numbers of incubator farm plots are ideal?
xviii
Farmers often start with one-half acre, and increase by an acre or two each year – depending on performance. Most are
averaging 8-10 acres when they leave, and land for sale starts around 40 acres. There is more flexibility with leasing land,
which many graduates do, but it also has its limitations.
11) Has rent been paid by incubator farms in other programs?
Farmers sign a lease with a rental cost that is subsidized ($450/acre) at first and then increases each year to a market rate
($1500/acre) as they progress through the incubator over six years.
12) Should an incubator farm include livestock, and if so, what infrastructure or other measures to manage livestock
are required?
No livestock possible in our incubator farming context in the Salinas Valley – food safety regulations deny livestock on the
fresh produce farm. ALBA has hosted pastured poultry production in the past, and may do so again at the Triple M Ranch,
but it will depend on the regulations.
13) What direct farm marketing avenues are desirable for an incubator farm?
Tony believes you need to have a marketing plan, and staff in place to help farmers, to make sure that marketing and
distribution happens right away. ALBA provides some assistance for entering farmers’ markets, and has also created churchand YMCA-based farm stands one day per week with organizational partners. We try to encourage o as much value-added
as possible. ALBA runs successful U-Pick every year, with tours happening, and schools also send kids out on field trips to
meet growers and learn about farming here.
14) What linkages to other incubator farms have been or could be created with local farmers markets?
At ALBA, entering and maintaining good relations with farmers’ markets is largely left up to the growers, ALBA manages
sales to wholesale, retail, home delivery and food service channels.
15) What are the critical factors for success in an incubator farm program and are there any mistakes that others have
learned and should be avoided.
Access to capital for farmers is the biggest challenge to get on to farmland after incubator program is finished. Also
important is preparing farmers to successfully maintain record-keeping required by regulations governing California
agriculture – from water quality to organic certification to direct marketing at certified farmers’ markets and lots more.
xix
Appendix IV: Incubator Farm Issues and Options Matrix
Governance Issues
Question #
Question to
consider
Option 1
Option 2
Option 3
1.
Who manages the
incubator
program?
Program manager
and farm manager
paid by Metro
Vancouver
Program manager
and farm manager
paid by NGO (mix of
govt, grants,
consulting, tours)
e.g. Intervale,
FarmStart
Program manager
and farm manager
paid by NGO and a
portion of farm sales
Farmers pay rent and
$s for services and
equipment
Fees for land
increase with
experience
Percent of all farm
sales goes back to the
organization
e.g. FarmStart
e.g. Intervale
e.g. ALBA
Passion and values
are favoured
Education and
experience are
favoured e.g. ALBA
Business plan and
experience is
favoured e.g.
Intervale
Proximity to the site
(Coq. & PoCo
residents) is
favoured
Other mentor
farmers on and off
site (semi- formal
partnerships) e.g.
Richmond Farm
School
Full time farmer living
on site
On-site experienced
farmers are
mentors but are not
living on site
Yes, for security
reasons
No, security can be
managed in other
ways e.g. FarmStart
and Intervale
2.
3.
Management
structure &
staff
Financial
structure
Farmer
selection
criteria
Besides grants
and core funding,
how are costs
covered?
How are the
incubator farmers
chosen?
e.g. FarmStart
4.
Levels of
mentorship
Who mentors the
incubator
farmers?
Farm manager only
(part time)
e.g. FarmStart
5.
On-site
residential
housing
Is it necessary for
the farm manager
to live on site?
Yes, to care for
livestock (if present)
e.g. UBC Farm
Option 4
e.g. ALBA
Educational
workshops and
tours open to the
public for a fee
e.g. Intervale
No, it is too much of
a management and
liability concern
e.g. ALBA
xx
Operational Issues
Question #
Question to
consider
Option 1
Option 2
Option 3
Option 4
6.
What are the
terms of the
agreements?
Rolling terms, low
rent to start, then
increasing every year,
max 6 year stay
3 year terms,
annual rates
staggered to
increase with
experience, max 5
year stay
Opportunity to
increase lease
terms with
proven business
plan
Rates dependent on
level of care shown
for site and
infrastructure
improvements made
by farmer
Soil conservation
practices
Individual farmers can
choose practices
e.g. ALBA
e.g. FarmStart
Land use
agreements
e.g. FarmStart
e.g. Intervale
7.
Land use
protocol
What are the
required
practices?
Organic – but not
necessarily certified
Environmental
Farm Plan (all of
Colony Farm)
e.g. Intervale
8.
9.
Plot sizes
Wildlife
integration
10. Livestock: small
scale poultry,
sheep, goats,
beef cattle
11. Infrastructure
(note: Metro
Vancouver will
be providing
drainage)
What plots sizes
are ideal?
¼ to start, increase to
1 acre with
experience through a
3-tiered systems
Up to 1 acre to start
if small scale
livestock is involved
(i.e.
1/2 acre for all
farmers and move
up to 5 acres or
more from there
e.g. FarmStart
< 100 poultry).
e.g. ALBA,
Intervale
What are the
expectations?
Conflicts are
minimized through
best management
practices
Habitat is enhanced
in the incubator
farm area
Habitat is
enhanced
elsewhere in
Colony Farm
Is livestock a key
component of the
incubator farm?
Yes – in small
amounts for training
– managed by farm
manager
No - livestock is not
a priority
Yes - livestock is
integrated for
nutrient
production and to
reduce tillage
needs
No - livestock brings
about concerns with
food safety regs.
MV or non-profit
is responsible for
the whole farm
including
maintenance
Responsibilities of
farmers for
maintenance increase
within tiered system
Who manages the
buildings,
irrigation and
drainage?
Individual farmers are
responsible for
helping maintain the
whole site
e.g. FarmStart,
Intervale
Farm manager is
responsible for the
site with farmers
resp. for own plots
e.g. FarmStart
12. Equipment
Who manages the
shared
equipment (i.e.
tractors,
irrigation, etc.)?
Farmers own and
purchase equipment
cooperatively
Farmers are
responsible for all
of their own tools
e.g. Intervale
e.g. ALBA
e.g. Intervale
Large equipment
is rented from
mentor or farm
manager e.g.
FarmStart
xxi
Outreach, Partnerships, and Marketing Issues
Question #
13. Integration with
park
programming
and public
education
Question to
consider
Option 1
Option 2
Option 3
Option 4
How much
farmer
involvement is
reasonable?
Farmers provide up to
10 hours/year of
outreach service
Farmers are not
required to be onsite for tours
Farmers manage UPicks and other
educational sales
programs
Farm Manager
liaises with
MV/NGO to identify
education
opportunities but
farmers not
required to give
tours etc.
e.g. FarmStart,
e.g. ALBA
Intervale
14. Marketing and
sales
15. Coordinating
crop selection
What direct
marketing
opportunities
should be
available?
Who is growing
what and
when?
All sales directed
through a site
marketing plan,
portion of profits go
to organization e.g.
ALBA
Farmers are each
responsible for own
marketing, keep all
profits e.g.
FarmStart
Farmers decide what
to grow individually
Organization tells
farmers what to
grow based on
marketing/sales
plan
e.g. FarmStart,
Intervale
Farmers group into
ad-hoc co-ops to
market in small
groups
e.g. Intervale
Organization
advises what sells
well but ultimate
choice is farmers
e.g. ALBA
16. Farmer
education and
training
Who provides
training
workshops?
Organization
facilitates workshops
paid for in part by
mentors (in-kind)
Educational
institutions provide
on-site and off-site
training
Mentor does
majority of training
Organization
manages and
requires
participation in
courses
e.g. Intervale
e.g. FarmStart
17. Support for
graduate farmers
(transition
programs)
18. Linkages with
existing farm
programs
What types of
transition
programs are
provided?
What level of
outreach is
required?
Farmers are given
tools and training to
find land after
program ends
Land is set aside as
an extra tier for
farmers who can’t
find land offsite
Farmers rely on
graduates and
mentors for
assistance
e.g. Intervale
e.g. FarmStart
Organization actively
seeks partnerships
and shared learning
opportunities
Loose affiliation
between programs
based on ability to
leverage funding
Organization
coordinates
partnerships, but
they are not
actively sought
e.g. Intervale
e.g. ALBA
Surrounding
municipalities are
asked to identify
available tracts of
land
e.g. FarmStart
xxii
Appendix V: Workshop Notes
Governance Issues
Management Structure
• Overall the groups had a good understanding of the complexity of whether the farm should be managed
by government or a non-profit organization. Most felt the non-profit model was preferable because it can
have lower costs and have a better chance of achieving financial sustainability. It was suggested the
perhaps the programs could be adjusted year to year depending on the amount of funding that is
available.
• Management structure needs to relate back to the bigger CFRP picture – academy, community gardens.
• Need to bring all groups together first, communications is key.
• Find a staff person with interest in farming on site.
• Program manager role is really important.
• Farm manager should be full time and on site.
• Board of Directors is a good thing.
• Difference in goal setting/objectives between NGO and MV: focus on agriculture vs park values.
• Park values need to be addressed, MV oversight is important for this.
• Staff requirements from MV regardless of structure.
• Less costly to manage it all through NGO.
• Possible conflict between NGO and MV in terms of objectives, better alignment through MV oversight.
• Once site is established less MV role needed.
• Clear roles needed for MV and NGO.
• Issues in communication at Terra Nova are good examples: construction of buildings, trails, high level site
development issues, needs to include the farmers and integrate them from the planning stage.
• Will depend on level of park planning/programming.
• Partnership management option between MV and NGO where Program Manager is paid by MV and Farm
manager is paid by NGO.
• Including public in all activities to integrate public use into the program is key.
• Need experts in farming which is best done by NGOs.
• MV can provide the management expertise.
• NGO needed to operate land use agreement, legal rights.
• Programs can be run through the NGO.
• Existing pool of experts exist including farmers, who might be interested in being on Board.
• “Farmers on 57th” funded by VCH is an interesting model.
• MV oversight not ideal due to high staff turnover rate, needs stability.
• FarmStart (BC) could be the right NGO to partner with.
• Program manager role – operation business / marketing.
• Farm manager role – farm operation.
• Mentor role – paid or unpaid with benefits in lieu.
• Every existing program has a farm manager and program manager.
• Questions about how management structure will relate to the Academy.
• Needs to have some oversight that relates to the park, some type of Board.
• The farm should have its own board so that it can focus on farm issues.
• Goal setting will be quite different for the farm vs. for the government - people don't understand farm
issues.
• There is an economic difference between management structures; it is less costly to manage the farm
through a NGO, although there might be better alignment thru MV.
• Need clear expectations between the role of the government and the role of NGO.
xxiii
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Richmond farm school did not set up a way to communicate to other groups on the site which has called
problems - working on that now.
At Terra Nova there are multiple activities underway. Richmond has plans for more trails and activities
but this has not been communicated to the farm. The farm needs to know what is going on so they can
adjust their own schedule and activities. Need constant communication between groups on site.
Now having stakeholder meetings to discuss items at the planning stage. Terra Nova is 60 acres, the
sharing farm is 2 acres and community garden is 1 acre.
Types of staff, looking at the other models it appears those two positions are adequate.
It would be great to have someone farming on site as they will be more connected to the incubator
farmers.
Need a full time farm manager on site as there will be a lot of coordination required.
Important to ensure the park values are protected and this may require a big staff commitment from
Metro Vancouver.
It is unlikely that government will be hands off since there will be lots of issues affecting the park that will
need to be addressed.
Important to have an avenue to avoid potential conflicts.
Colony Farm has high wildlife values that need to be preserved, so that will also require some gov't
intervention.
Once the farms are established, MV role will be more hands off, the best practices will also have already
been met.
What is the public access to the incubator plots? That will determine how much the gov't needs to be
involved.
There are no policies for dealing with invasive species i.e. pheasants in parks.
Assuming that the land use protocol will outline the farm requirements.
What issues did the Richmond city staff have with the incubator farm? They don't have the bylaws that
allow public land for private profit.
A not for profit society generating revenues - is that acceptable? This is occurring in the city right now.
Not for profit is not sustainable in farming. World in a Garden, Sole Food and Fresh Roots are now non
profits, although some of these groups are aiming to be more profit oriented.
We need a model that enables the farmer to be independent financially.
Cooperatives don't work for short term incubator farms. There is a lot of work to set one up.
NGOs often have more expertise than MV for farming and related agricultural issues.
Bureaucracy could be a bit of an obstacle.
How to balance the values of the park (priorities) based on who is managing the farm.
Often need legal entity to enter into a land use agreement.
UBC programs are run by NGOs, practicum run through farm and LFS faculty.
Existing urban ag groups – first pool of farmer applicants could help form a new NGO to deal with
programming issues.
Farmers need other revenue streams and could be interested in helping with programming.
Need consistency, hire specifically for programming role, MV can offer stability of funding.
Local farming is going to make a resurgence, there needs to be incubator farms in other communities too.
Financial Structure
• Cost recovery through fees for equipment usage – annual fee regardless of usage.
• Walk-behind tractors are great.
• Water could be expensive if metered. CFRP on city water right now.
• Farmer’s Market for those on and off site (include crafters) to pay for market manager.
• Seasonal events (garlic fests) can generate revenue.
• If kitchen is in place then could do cooking demonstrations for fee.
• Processing would be great to create value-added on site.
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Workshops could be offered to non-incubator farmers for a fee.
NGOs management, concern on grant dependency, MV role to step in with funding if necessary?
MV will probably have to keep farm afloat from time to time, grants often dry out.
NGO could collect income from farms, which circumvents the problem of MV collecting money, if
necessary.
Enterprising non-profit model should be explored if the NGO model is used.
Marketing piece needs to be included as a learning element i.e. not providing all the marketing set-ups for
the farmers.
School programming, markets, could all be fee-based for cost recovery.
Farmers need to learn marketing skills on their own so don’t approve of model of taking some of profits
from products.
Keep costs rolled together into lease rates.
Branding, logo, distribution to market (new city market model) could all be used as value-added revenue
streams – just add this as a % to the cost of the program.
Open up memberships to the public, to support the NGO financially, could reward members with gifts or
raffle prizes.
Fees for land should be tiered so that very affordable first year but appropriate match to surrounding
farmland by the end of the program.
Financing from MV – needs to show public value for the money – including washroom renovations or
other benefits in housing proposal would be good.
Develop an endowment fund for long term back-up funding for the NGO.
NGO operate with MV endowment $, or grants from Provincial and Federal partners.
Operation needs to be on sound financial footing from the start.
If MV can provide land for free to the NGO, so that the rent fees go into program management, that
would be great.
Expectations for program needs to reflect financial potential and situation.
Farmers need to learn without a ton of support, coddling, so don’t need to pamper them too much.
Fundraising events: markets, event days, festivals.
Core funding (sustained) will be hard to find.
If MV wants an incubator farm then it needs to provide operation costs, needs to put money where its
mouth is.
MV staff would be more reliable / stable than non profit association.
NGOs can apply for grants.
But concerns about grants running out or organization becoming dependant on unstable grant sources.
Grants only allow year by year planning -- need long term plan.
If NGO fails, need to have plan for city / region government to take over operations.
Try to have farm generate revenues from other sources such as produce sales.
Possibly charge visitors a fee for tours, programming, special events.
Possibly charge farmers a fee for coop marketing / selling of produce (base fee vs % of sales), although
each farmer should develop their own marketing plan and skills.
Have a voluntary public membership program with fees to generate revenue.
Need to illustrate public value to GVRD investments / funding.
Balance other park values / uses.
Endowment fund for better long term funding structure; NGO operate farm with endowment fund from
GVRD.
Some push back from some cities about using city owned park land for commercial farming uses.
Colony Farm Branding / Cooperation.
Distribution model for farmers.
Revenue stream for organizations.
Partnership between MV and NGO.
Teach farmers marketing skills.
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Rent for farmers should increase over time to give incentive to graduate and leave.
Cost recovery - assuming grants and some contribution from MV.
Definitely need to recover costs for the machinery. At Intervale the farm manager does the work - this is
appropriate for a tractor, but not for a walk behind rototiller.
Water - very expensive to be on metered water.
A farm market on site would be valuable for the farmers and could draw a lot of people. Could generate
dollars.
Seasonal events are also popular. Cooking demonstrations are also an attraction.
Urban farmers don't have a place to process there food.
People will be drawn to the area if the food becomes a highlight.
Sustained long term funding is a big issue, but MV not likely to be in a position to provide core funding.
Operation needs to be on sound financial footing in its own right.
MV’s contribution could be to provide land, site planning, and infrastructure to the NGO.
How to maintain staffing long term?
Expectations needs to be set up first, maybe less support for farmers will help them be more successful in
the long term.
Provide enough support to be successful but not too much so that the farmer can become self-sustaining.
As farm becomes more established fundraising opportunities may become available, like Feast of Fields.
Certain amount of administrative needs will require core funding.
Other potential funding agencies are out there: IAF, BC Ag Council.
Core funding is the hardest type of funding to find.
Need to put together different sets of plans based on min vs. max funding.
Farmer Criteria
• While most of the workshop participants felt that some farm experience is desirable, they did not want to
exclude passion as an important requirement. Ideally the farm training or educational aspect would run
in some type of partnership with UBC or Kwantlen.
• Farmer criteria- experience not necessarily important. Business plan is key, need to offer a small farm
business management course – nothing obvious like this currently offered in BC.
• Community garden has had problems when gardeners have no experience. They are keen and have a plan
but no hands-on experience, which is necessary for success.
• Without previous experience a “reality factor” may be missing.
• If tied to another academic program (UBC or Kwantlen) then that would be covered.
• It is important for farmers to have previous experience? No if there they are passionate. Business plan is
key. Good to have a business course. Nothing obvious is available now - mostly geared toward larger
farms.
• Yes for experience. At the community garden people have no idea what it will take to garden a 250 sq ft
plot. It would be setting them up for failure not to require some experience. More important for a farm.
• Ideally this should be connected to another program, so that graduates come to Incubator Farm.
• Anybody who has put the time into a business plan should be considered because it takes lots of time to
do one.
• Selection board needs to check in at the end of the year.
Security and On-site Housing
• Someone living on site is important especially for livestock.
• Some housing is a bonus, needed for livestock security.
• Need a good set-up for poultry security if not supervised.
• General security issues are likely, housing helps deter vandalism.
• Liability for MV could be an issue with housing.
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MV staff are already often on site so there is precedence.
Farm manager on-site would be good, day-to-day presence, at as a mentor.
Living on site is a good idea, problems with vandalism and need to protect against this.
Housing for farmers would be great, so that those coming on the weekend don’t need to sleep in their
cars.
Ideas for housing included trailers, camping, restoring the bunkhouse and charging a small fee $5 for
staying overnight.
Can get to CFRP by transit or biking, which is great.
UBC has 2 on-site for livestock protection, will depend on site regulations and contract.
Farm manager housing plus land could be the salary.
Priority for buildings needs to be for public functions.
Mixing roles: farm manager vs. tenant – presents different issues.
Need a caretaker contract, site management duties.
Farmer billeting at nearby homes? Lots of existing housing nearby.
Richmond – have caretaker live in most parks for security purposes.
MV parks staff already on site for maintain and operations.
Liability – if someone living on site, liability / insurance considerations.
Would want to have ability for temporary accommodations on site when busy working for farms, such as
farm house or even camping.
Immigration program allows temporary structures up to 6 months.
Close to large population.
Accessible by bus and cycling.
Option for housing would be great. Commuting and farming does not work well. Can't have livestock
without a farmer present. Maybe with poultry, but definitely not with animals. Also need the security.
Farm manager living on site is a good idea especially if livestock are present.
Liability for MV if someone is allowed to live there?
UBC has 2 residents on site because of livestock needs.
Residence for farm manager could be provided in lieu of salary.
Since it’s a public park there may be problems with letting someone live on site, mixing roles of manager
(staff) vs tenant could be difficult for MV.
At UBC there is a caretaker contract to minimize liability risks. No problems so far, the farmers own their
own trailers (2 families) and are required to do landscaping. They have young children.
If not on site, incubator farmers need to be able to stay close by, not have to resort to sleeping in their
cars.
Camping or trailer options should be considered – but camping not allowed in public parks.
Billeting a farmer in a neighbouring home could be explored.
CFRP can be accessed by transit.
Mentors
• The part time farm manager who lives on site should be the mentor. Others who are farming on site or
retired farmers could also be mentors. Overall a formal mentorship program is desirable.
• Mentors – should be formalized, can work on or off site but ideally some are on site.
• Mentoring will be a big issue at the beginning, not so much once established because senior farmers will
be there.
• Formalized mentorship program is ideal, maybe could get retired farmers to participate.
• Fraser Valley Direct Marketing Association has done something similar.
• Naturalists could offer wildlife and biodiversity training to farmers, specific to CFRP site.
• Abbotsford incubator farm – no formal mentorship program, but would appreciate such.
• Possible mentorship by retired farmers, on site experienced farmers.
• Fraser Valley Direct Farm Marketing Association.
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Train farmers to work within a conservation area - learn how to farm with conservation principles.
Colony Farm is unique – naturalist could give tour of farm / natural tours, bird watching tours, farm tours.
Mentorship is important - at least for technical support. It would be more difficult without a connection
to an existing program. Established farmers won't have time to come to the site. The existing farm
community at Colony Farm should provide some mentoring.
Mentoring is the most challenging at the beginning of the program.
Operational Issues
Licence Agreements
• Overall, most participants agreed that a 3 year term was ideal but that the first farmers might be given an
extra year or two while drainage & infrastructure was still being developed.
• Graduated lease prices would be an added incentive to help farmers include real costs in their financial
planning. (eg. Farm Start BC farmers will eventually be paying $300/acre/yr).
• Each farmer needs to sign an agreement that they understand what the requirements are.
• Look at moving incubator farms onto other parts of Colony Farm for more permanent farming (Stage 2).
• Inflow and outflow is important. Good to juggle the lease term. Lots new farmers may not stay the whole
three years as farming is not for everybody.
• Organic and "salmon safe" overall practices for the site. Many farmers go beyond organic, yet don't want
to be certified.
• Hedgerows would be located along the main trails, question becomes who manages the
trails/hedgerows?
• Farm road could be used as trails. No need to allow the public to have access to the incubator plots.
• Some farmers with plots may want to direct market.
• Having people walk along the trails may disturb nesting birds.
• Don't want crops that can attract bears and starlings.
• North Vancouver: 5 year lease agreement with City on city parkland that is underutilized.
• UBC landscape architecture department initiated program and helped to establish – has since evolved
over time.
• North Vancouver urban farm plot – offered at no rent.
• Abbotsford – expect it will be approx $300 per year per acre (does not charge extra for property taxes).
Compares to market rate of about $450.
• Rent for incubator farmers – prefer that rates go up from low at beginning as they start to higher after a
few year to encourage them to move on - graduate.
• For Abbotsford situation – Board has an agreement with Dairy landowner, and Board has individual
agreements with individual incubator farmers, so sometimes stuck in the middle.
• Insurance will be required.
• North Van City wanted extra insurance for farm operators. City wanted specific policy relating to sale for
produce.
• Abbotsford – use dairy farmers overall insurance policy.
• Are now getting board of directors insurance.
• Also consider business licences, farmer market insurance, property taxes.
• Leases – continuity is important for farmers and managers but people need to move off in order to train
more farmers.
• Incubator by nature is temporary, perhaps they could move onto other areas of CFRP.
• FarmStart (BC) program starts at ¼ acre and one farmer managed 1 acre.
• Should there be variation in lease time until incubator farm gets established?
• 3-5 year lease term, renewable and reviewable every year, need to be able to deal with any issues.
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Land Use Protocol
• It was generally agreed that farming practices are organic and salmon safe. It would also be good if
Colony Farm be known as a place that integrates the wildlife and farming.
• Crop rotations also need to be considered. It is important to manage a bare site for weed control. In
small scale farming the inputs are more intensively managed so yyou don't have the same demands on
the soil as large sale farming. Also there is a need to consider crop rotations for pest and disease control.
The farm manager should oversee the crops rotations.
• Standards need to include organic & salmon safe practices but overall agreement that certification was
just too financially heavy for new farmers to bear.
• Potential to develop “Colony Farm Certification” that includes wildlife & organic practices.
• Again, individual farmers need to sign off on this under their lease arrangement.
• Identify crops (mostly berries) that attract unwanted wildlife – starlings & bears – so that all growers
understand why they can’t grow those.
• Herbicides – if absolutely needed, farmer can ask Board permission, but overall try to minimize / avoid.
Concerns about contaminating neighbouring lands, and also future farmers of the land. Not certified
organic, but use organic principles. Have not yet received any requests for use of herbicides.
• Farmers will be required to cover crop, mulch, etc.
• Land use protocols will be needed, may need to be strict.
• Standards above and beyond the normal.
• Salmon SAFE requirement, also good for marketing.
• Need to follow the right practices but not necessarily certification, depends on how much work it is to be
certified.
• Certain amount of record-keeping is probably required to demonstrate just basic following of rules.
• Need to be able to be clear about what types of records farmers need to keep.
• Organic certification can cost $500-1,000 per year.
• Need to come up with BMPs specific to CFRP context.
• Need to clearly lay out the desired practices and offer support for them.
• Values need to be shared by farmers.
• Urban setting, requires a different perspective.
• Needs community input, needs the interaction.
• Perhaps build in a system of community into CF.
• Aesthetics and objectives should be considered, needs to be some leeway for a bit of messiness especially
for new farmers.
• Manager of weeds will be needed, this is a huge issue.
• Shared big equipment and shared work responsibilities for edges.
• Managing edges is important for wildlife.
• Mowing, weed wacking, other methods need to be included in the land protocol.
Plot Sizes
• A plot size of one acre is considered too large to start. If the farmer starts at ¼ acre, more land should be
made available in subsequent years. This will add complexity to the managing the site.
• ¼ -½ acre seemed to be the ideal size for those growing market vegetables. If, in year 2 or 3, the grower
wants more land, that land does need to be next to their original plot for easy access & management.
• At the Ecodairy, the one acre plot was too much. Now going to start with a ¼ acre.
• If starting with ¼ acre and eventually going up to 1 acre, the farmer may want to manage the full acre at
the beginning of the term (to prepare the soil).
• Would the farm manager manage the other ¾ of the acre prior to the incubator farmer expanded their
plot size?
• Benefit to having the site prepared with manure/compost and cover crop.
• Winter crops add complexity to managing the plots.
• Like the idea of having an acre set aside for each incubator farmer.
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Abbotsford incubator farming program: Had used City of Abbotsford owned 14 acres, but challenges with
site including security; Then moved to another location – Bakerview Agro-Dairy site, who provided land
through agreement (5 acres - and do not yet change rent). Site offers better infrastructure and support in
the area.
For incubator farmers - 3 year lease, possibly up to 5 years, up to 1 acre plot sizes (may decide to make
smaller ¼ acre plots for new farmers).
One concern of dairy is that the land is unused as if unused they would want to use it themselves.
They have visitors and want to be organic and look nice for visitors.
All incubator farmers only work part time.
Some farmers using their full 1 acre, but other not.
And some farmers having success, and others having challenges with farming and marketing.
Equipment and Infrastructure
• A tool shed, composting, washing areas should all done collectively. Irrigation and hand tools are the
farmer’s responsibility. There also needs to be vehicle access to each plot, as it is difficult to share a
vehicle.
• Metro Vancouver needs to provide: Drainage – Farm manager would then upkeep the ditches;
Hedgerows/permanent fencing; Vehicle access, as close to the plots as possible to allow for delivery of
inputs and for harvest; Secure storage that can be locked; Irrigation lines up to the plot edge with enough
pressure to operate drip irrigation; Signage so that visitors stay on paths & don’t help themselves to the
produce; Group insurance – the cost should be added into the lease cost; Large equipment – tractor
(everyone needs to be trained how to operate safely) that could be rented on an hourly basis or at least
access to a contract tillage person ; Composting area with a pad; Washing station(s) with city water for
safe washing; Cold storage (ideal but not critical, especially in year 1).
• Individual farmers will provide: Hand tools; Mains, sub-mains & irrigation equipment to move water
around the plot; Bins, boxes & equipment to harvest and market produce.
• Other notes: There was some discussion about the need to work collectively. DeLisa felt this was the
biggest lesson she’s learned in her many years of farming and that we need to ingrain that in the
incubator farmers that farming can’t be done “by yourself”. So, any way that Metro Van can help facilitate
this collective working, be it through Tool Shares, co-operative marketing, work bees, workshops &
classes is a positive thing.
• Needs some type of facility to store equipment so the farmers don’t have to bring their equipment every
day.
• Concern about vandalism, having someone living on the site is important. The faster we get someone on
site the better.
• Access to non city water is important. The park brings water to the site, the farmer bring their own hoses.
• Edible garden project does not pay for the city water that they use.
• Best to pump into a cistern, which could also be used to collect water during the winter.
• Water pressure is important to ensure that the drip lines work.
• A rototiller is a huge investment for a beginner farmer. Best if they could rent one. Makes sense to share
the equipment (more sustainable).
• Best to have group insurance and include it in the rental. Insurance can be confusing for the new farmer.
Group insurance also ensure coverage and protects gov't liability.
• Composting - the park should invest in the pad. Maybe someone could have a composting business?
• Green waste can't be brought in unless the source is known (for organic producers).
• Washing facilities will also be used by all and needs city water.
• Cold storage is also important to avoid waste and loss of produce. The produce lasts longer if it has cold
storage right after harvest.
• May need full vehicle access to all the incubator plots. Sharing an ATV may not work.
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Farm Equipment – North Van City: Have some tools – some by the organization and some individually
owned, some equipment is donated; combination of on-site farmer and volunteers.
Farm Equipment – Abbotsford: Mostly each farmer has his/her own equipment; had expected more
cooperation / sharing of equipment between people, but instead had more individual efforts.
For tool sharing – would prefer this being managed by a third party rather than one of the incubator
farmers responsibility.
Need infrastructure grants to purchase equipment, then rent out on a cost recovery basis. Flat fee vs per
use rental fee – seem to think per use (hour) is fairer.
Some farmers could bring their own off site contractor / equipment for land prep work.
Bakerview farm already has their own equipment and ploughed the land for a better price, but then
incubator farmers dependant on their timeline schedule.
Tractors greatly improve farming capacity and potential and scale.
Irrigation for Colony Farm Site.
Now municipal water source, want to investigate possible alternative sources.
GVRD should organize infrastructure to farm / plot, with each farmer responsible for sprinklers / hoses,
irrigation.
North Van farm – no ditches to get water from; municipal water is metered but not charged for.
Abbotsford – they want farmers to make investment in equipment and land and develop their farming
and marketing stills so they can successes once they move on.
Tractor will likely be needed because the site is so large.
Compost plan will need to be developed by the site manager – communal vs. individual.
Site for collective composting area at CF could be made available for a small fee.
Compost plan could be integrated with the Community Gardens group.
Livestock
• Before wildlife can be introduced, someone needs to be living on site who has experience with animal
husbandry.
• Farmers also need to show that they have the necessary training/education to work with animals in order
to prevent animal welfare issues.
• Housing & fencing would be the responsibility of the farmer & would need to be somewhat temporary (or
at least mobile).
• Chickens & bees seemed most suitable although it was pointed out that grazing cattle were once on the
site and the general public loved seeing that.
• Need to remember that chickens will also attract wildlife (coyotes, foxes) which is why someone does
need to be on site.
• Housing and management of the livestock will be up to the incubator farmer, but they should have
previous experience.
• Should have someone on site if livestock is there. The farm manager should have livestock, not the
incubator farmer.
• In any case there should someone on site.
• The integrated management field could accommodate cattle but only in the summer. It provides a nice
pastoral setting. Should be part of the farm managers role.
• Already bees on site so any new bees will have to managed collectively.
• Some support for livestock, as long as no opposition from neighbours.
• Care for animals is more of a demand / responsibility and need infrastructure, and on site farmer, and
more farmer training.
• Need for manure from livestock – but could also buy manure from many other off site sources (many
farmers want to get rid of surplus manure).
• Quota / supply management system limits farm to 99 chickens, and less for cows. So any larger operation
is not possible. Goats not regulated under supply management system.
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If livestock, attracts and need to manage wildlife, such as foxes and coyotes, also vet costs, proper animal
husbandry.
Bio security concerns – Avison flu disease transfer between operations.
Livestock smaller crops can offer higher returns, but require much more inputs and costs.
Allow farmers to decide what they want to do – flexibility.
Mobile chicken coops – eat bugs and create manure.
Pigs needs barns.
Bees make sense, but are not considered livestock.
Need to determine vision / objective for the farm – fully operating livestock farm vs using animals to help
with farmer training.
Livestock not needed for manure, there is lots of excess manure in the Fraser Valley that could be brought
in.
Livestock will need to be individual farmer’s responsibility as it is a big investment.
Sheep to be used on wildlife, integrated management areas.
Beehives need to be managed collectively if closer than every 4-5 ha.
Wildlife
• Integral for this site, all growers need to understand that this unique setting requires them to manage for
wildlife. Not only do they need to use organic practices, but they have to be aware that nitrification can
impact the (future) salmon habitat and that best management practices like cover cropping & mulching
fallow land is necessary.
• Use of hedgerows necessary for wildlife but also for security (to prevent visitors from wandering into the
fields). Please select non-blackberry species (nootka rose?).
• Blackberries are not a appropriate hedgerow.
• There should be a requirement of mulching/cover crops.
• Livestock leads to more conflict with wildlife.
• Need to use hedgerows to create more habitat in fields, more than currently exists.
• Wildlife corridors are needed so they can easily/safely travel through the site.
• Wildlife lens around how farms are run.
• Organic is important, nitrification is a big issue.
• Fish may be in ditches.
• Wildlife is integral, need to work together.
• Edible projects in park have problems with dogs off leash.
• Need signage to lend respect, education, awareness to the public.
• Dogs are a huge issue at UBC.
Outreach, Partnerships, and Marketing Issues
Integration with park programming and public education
• Public education and tours should be included and it is important that farmers are involved. However, it
should not be required as farmers have other priorities. It is manageable for public events, but not
everyday and not everyone. It was said that every visitor to the site is a potential customer. A good idea
was to have a demonstration plot for public access.
• Public education is essential for Colony Farm in helping to reconnect the public with where there food
comes from. Tours, trails with interpretive signage and special events are a few outreach options that
could be implemented. Another idea is to establish a demonstration plot that is managed by the principal
farmers, the farm mentors or the incubator farmers that showcases sustainable farming practices and
provides a way to engage the public without burdening the new farmers. It is generally thought to be
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unreasonable to expect the new incubator farmers to commit a specified amount of time to public
education activities, but they could be involved if they are interested.
Public tours are important! Keen interest from the public to be involved.
Link with biodiversity values of the park.
Farmers involved in integrated wildlife values of the park by installing habitat such as hedgerows, which
will also have an educational purpose.
Education can be linked with current event days.
Passion should be a part of the selection criteria since passionate farmers are more likely to want to be
involved in public education.
Tours could be included to introduce farming, crops, farming practices, etc.
Could combine with the Partners in the Park event.
First year farmers can be really overwhelmed with farming tasks and tours could be tough for them to
manage.
New farmers could just be present on event days to describe what they are doing in their plots and
business.
Public education needs to be integrated with the whole concept of the farm – need to understand the
rhythm and flow of the place.
Farmers NEED to be involved in public education. People learn by teaching and every visitor is a potential
customer. Helps to keep the cost of the program down.
Pick the times of year when farmers are least busy or days when there are already events on the farm –
farmers can know ahead of time how much time is expected of them.
Tours are important to reconnect people with agriculture. This could be in the form of self-guided tours
and trails with interpretive signage.
Farmers are paying to be on site and expect services – it is a lot to ask of them to have to provide services
as well.
Some farmers may be interested in educating the public, while others won’t.
A demonstration plot could be a good way to engage the public. This could be managed by the principal
farmers or mentor farmers, or incubator farmers could be offered a lower price on their rent for them to
manage this plot.
The demonstration plot can prevent the organization/Colony Farm management from taking on too much
to start and it also takes pressure off of the incubator farmers.
There are concerns with having the public in farming areas – there is a potential for vandalism and effect
on organic certification.
How can the public education component work? How much farmer involvement is needed?
There is much potential for an incubator farm to play a huge role in educating the public about farming.
Need some type of public access, even if it is just self-guided tours.
Ask or require, depends on how much is required. If the farmer is paying to be there, why should they
also be required to do tours? For some farmers, public education is something they enjoy, but it should
not be required.
Idea - have a demonstration farm plot where the public can view the activity. It could be a mentor farmer
or incubator farmer that manages the demonstration plot for reduce rent.
Demonstration plot would be specially managed for the public. It is easier to keep it clean and looking
nice. Less of the farmers’ time then goes to keeping the site clean and more time goes to growing food.
Farmers uncomfortable with have people walking around their plot. If farming is separate there will be
less overall management cost.
Organic farmers are managing weeds not getting rid of weeds - it is a different look.
Public tours really important.
Good to interact with actual farmers.
Organize tours at different times of year.
Public education tools: tours, link to other biodiversity opportunities.
Farmers involved with wildlife enhancement aspects, invasive species pulls, etc.
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Event days with volunteers and farmers.
Passionate farmers should also be passionate about public education.
Selection criteria could include people with good communication skills.
Formalized tours, set times for public and farmers.
Partners in Parks Day and Farmers in Parks Day.
Farmers may prefer to leave tours to other leaders.
Incubator farmers can be overwhelmed by just starting farming, without the need to take part in park
programming.
Time and confidence problem for new farmers.
Good learning opportunities for public even to learn challenges of starting.
Need to integrate farmers with naturalists, integrate it into the whole concept of farming.
CFPA would be interested in providing farmer orientation.
Big mistake not to include farmers in public education.
Minimal request of farmer’s time.
Good way to keep cost of programs down.
Maybe spokespersons are 2nd, 3rd year farmers.
Set dates in advance with farmers and CFPA.
10 hours per year seems like a reasonable request.
Sales important to get to know farmers (markets).
Should there be sales on site? Need critical mass of enough products, you can see plots from the market
which is a bonus, it will attract people.
CSA pick up on site, farm gate sales, may be less time intensive than a full market.
Farmer’s markets could be reserved for special events.
Need to connect with Coquitlam Farmer’s Market, could have a booth there.
Brand would be good because of historical significance.
Lots of work to connect to retail sector, but could evolve over time.
Possibility for connection to Thrifty’s – there are 2 in the TriCities.
It will probably take about 5 years to really get a farm and market really going.
Will be a good stepping stone for those involved at UBC or Kwantlen programs, people are already asking
for a next step.
Many may not want to do co-op farming/marketing though that is the most affordable option out there
for new farmers now.
CF could have a successful brand if it was all organic.
Co-operative marketing may be required to achieve community oriented farming in the park.
Need people committed to vision of agro-ecology.
FBC has a birds and farming program.
Farmer criteria should ensure farmers can work with others.
Training, there should be a core person to manage the farm and bring in others from outside.
Rely on extended partnerships, Min of Agr should do some business planning and nutrient management.
CFPA can provide an orientation.
MV may have an educational role, objectives of parks.
Commodity associations could be good training partners.
UBC farm could help bring in guest speakers, link events.
Other groups like FarmFolk/CityFolk could do workshops.
Marketing and sales
• Good to brand Colony Farm products but also have a separate marketing - need both. In some
circumstances Colony farm can act like a broker. If the incubator farms is to help people establish their
own business, they also need to develop markets that they can take away with them when they leave.
• Marketing is a key component of establishing a successful farm. New farmers could have the option of
selling under a unified Colony Farm brand at a farm stand on site or at nearby farmers markets. Incubator
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farmers could also develop their own marketing structure and business model that they bring with them
when they transition off of Colony Farm. Additionally, the incubator farmers could establish formal and
informal cooperative marketing structures that allow them to combine their products for sale to
restaurants, retail operations or farmers markets. Another possibility is that the program manager at
Colony Farm could act as a facilitator between food purchasers and the incubator farmers. For example,
local chefs could contact the farm manager for specific products and is then connected to an incubator
farmer who grows that product.
Unsure whether there will be enough product in the first year to serve a full time farm stand.
Community gardeners could also contribute to the farm stand.
Maybe a CSA program at the farm could be less intimidating for the farmers than a full market.
This may not happen in the first year, but a market could be offered during special events.
There could be a booth at the nearby farmers markets.
A Colony Farm brand would likely develop on its own and could provide an easier entry into stores and
local markets.
Cooperative marketing in the first year could work into a brand later on.
There is already Colony Farm honey produced by the Honeybee Centre.
Concern that a brand could be a detriment.
It takes about 5 years to establish a farm business.
The opportunity should be available for cooperative marketing structures as well.
A brand could be established if it is organic or uniform in some way (maybe it is just the local concept, or
ecological health).
Important to remember that not all personalities are conducive to cooperative marketing.
If people are farming in a park they need to be community minded – this should be part of the selection
criteria.
Creating a single brand doesn’t allow farmers to have their own brand. Farmers are establishing a
business on this site…it is not a training model.
There could be a brand for the location (i.e. “My Farm” at Colony Farm Regional Park).
Farming is marketing.
Colony Farm could act as a location for purchasers to seek out local food (i.e. Colony Farm acts as a
facilitator between restaurants and incubator farmers).
There is a large demand for local food – no concerns about competition within the farm.
Often farming is considered to be growing food, but it is really about selling the food. The farmers have to
develop a market - it is the biggest learning.
Restaurant relationships could be facilitated through Colony Farm at the beginning of the season.
The demand for local food is high so it is not an issue if farmers are growing the same thing.
The value chain is a great model where there is a strong link between the farmer and a buyer so the
customers can prove feedback to the farmer.
Colony Farm could act like a broker.
Coordinating crop selection
• Since the purpose of establishing an incubator farm at Colony Farm Regional Park is to develop new
farmers who will then create their own farming business it is important to allow them autonomy in
choosing what they produce. If there are concerns around the introduction of pests or diseases with the
production of certain crops then these can be identified in the land protocol agreement and discouraged.
• Strong feelings about not want to tell people what they can and cannot farm.
• Need to allow farmers to create their own business.
• Could be stipulations in the land protocol around non-GMO seed and limiting crops that can attract pests.
• Coordinating the crop selection - should farmers do it individually? Farmers don't want to be told what to
grow.
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Farmer education and training
• In terms of farmer training, no formal training structure is necessary but would be valuable for business
planning and farm safety. What would be helpful is to bring outside experts in to do a clinic for example
on a pest or disease problem.
• The level of training necessary will be highly dependent on the selection criteria of the incubator farmers.
In general, education could be provided for those that desire it, but it shouldn’t be mandatory. Guest
speakers from other organizations and institutions could be brought in to provide workshops, but many
farmers may not require formal training. Mentoring, however, is an important component. The mentors
could offer workshops and training on local site conditions and what grows well in Colony Farm. Mentors
could also help guide clinics on specific pest, weed and disease concerns on a regular basis. Mandatory
equipment safety courses may be necessary if tractors and large equipment are available for rent to the
incubator farmers. Additional courses that may be useful to new farmers are small motors training and
farm business planning.
• A core person is needed to manage this.
• This could focus on orientation of the particular Colony Farm site including wildlife values.
• Partnerships with Metro Van, Ministry of Agriculture, commodity associations and other non-profit
organizations to provide guest speakers at a low-cost or cost recovery model.
• The Farm Manager or Principal Farmer could provide informal education.
• Farmers will have varying backgrounds – it is important to get them all on the same page for what is
expected on this site.
• Mentoring should be a component – will farmers have time to mentor? Maybe retired farmers can
provide support to new farmers.
• Many farmers don’t want to be lectured, but many do want mentoring.
• There should be information provided about growing on that particular site and the growing conditions in
that location.
• Marketing education should be available (i.e. Farm Business Planning course). This could be a prerequisite and part of the selection criteria (Farmers Growing Farmers has a good model).
• There should be mandatory tractor safety courses and optional small motors training (could investigate
how the Vancouver Tool Lending Library manages this).
• The Academy and Incubator Farm are seen as two separate entities.
• Lectures may be more useful to the public – mentoring and on-site technical support (i.e. extension
services) should be available for the farmers.
• Business training could be offered outside of the incubator farm program.
• Clinics could be offered once per month or more frequently on specific pest, weed or disease issues that
could be explored in great depth.
• Needs of the farmers vary in different years of the program – the training schedule should be adjusted
from year to year to accommodate this.
• There could be mentoring requirements in later years of the program – a buddy system (once you
progress past a certain point you are responsible for mentoring a new farmer).
• There does need to be strong resources offered for new farmers on issues such as where to get inputs (a
farm library would be very useful).
• An incubator farm is different from a training program. They are creating their business. Having a farm
name is important for marketing and developing local customers. Farmers need to take their brand with
them.
• The cooperative model may form between some farmers, but should not be required.
• The brand is for the location. If the customer get used to buying under the Colony Farm brand -the
farmers losses his market.
• Farmers should be required to develop a business plan, but otherwise it should be hands off.
• What type of education and training do incubator farmers need? Farmers don't want to be taught by a
professor, but perhaps a farmer that is doing it already.
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So much of how you grow is specific to where you grow, so that on-site training may be the most helpful.
Information on how to set up a business or fix a tractor might be most valuable. Farm business courses
(for small scale farms) are desirable.
Mentorship more useful to farmers than courses or lectures.
Onsite technical support.
Business training could be separate workshops.
Provide both individual and group learning.
People like to walk around and learn hands on.
Have learning clinic once per month.
Needs of different types of farmers may be very different – new farmers vs ones there for five years.
To start project, possibly phase in start to rotate in both new and experienced farmers.
Have good resources (such as a library) for new farmers and others.
Support for graduate farmers (transition programs)
• There needs to be a transition program for farmers once they finish the incubator period such as a land
linking service or program to help farmers find land to lease.
• Due to the cost of land and the availability of farm land in the Lower Mainland it is important to have
some kind of land linking service available to graduate farmers. Metro Vancouver and the Program
Manager could work together to provide support to graduate incubator farmers and help identify
available land.
• Need to determine what land is available and where this is (Theresa is working on this).
• Farmstart (BC) is also working on a list of available land.
• A Farm-Link program would be great!
• This program should connect with farmers who have existing networks and land.
• People who have land to offer are generally not farmers – tax benefits could be put in place for those that
are leasing their land to farmers.
• Municipalities can play a strong role, but it is important to remember that they can get a larger tax
revenue from land that is not in food production or does not have farm tax status.
• Metro Vancouver could play a strong role here by facilitating and liaising with farmers who have available
land – this is part of the current mandate.
• Program manager should be responsible for this part of the operation.
• Transitioning help needed to find out what land is available.
• Lots of underutilized ag land in the region that needs to be accessed.
• Cost of land is the biggest roadblock.
• FarmStart (BC) has started a list of available land.
• What happens with them when they move on – give them the tools and training to succeed.
• Land link service to match new farmers with land – now just use word of mouth, driving around, craigs
list.
• Although many farmland owners not necessarily farmers or interested in farming.
• Inform farmland owners about the tax benefits of farming land – through leasing land to farmer.
• Municipality could be involved with identifying available lands.
• Although if lands start being farm, will lose tax class benefit which would reduce property taxation
revenue to municipality.
• GVRD – outreach / facilitator role to encourage linking of farmers and land owners, and use results of
agricultural land inventory.
• Farmers should have variety of experience, education and strong farming passion.
Linkages with existing farm programs
• Partnerships could occur with a number of different organizations and agencies. Colony Farm could be a
stepping stone for graduates of the UBC Farm Apprenticeship program and the Kwantlen Farm School
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program. These institutions could also provide educational opportunities for incubator farmers who are
already on site at Colony Farm. The existing Colony Farm Community Garden may have plot holders who
are interested in the larger incubator plots and have previous farming experience. These individuals may
be interested in providing mentoring services as well. There is also the potential for establishing an
umbrella organization to oversee all incubator farming programs in the region. This organization could
help secure funding, provide insurance at a lower group rate and help organize outreach events.
UBC and Kwantlen can direct students to the incubator program, but this should not be a requirement for
admission as a incubator farmer – there needs to be a diversity of backgrounds.
Gardeners from the Community Garden may be interested in renting the incubator plots – there are some
past market gardeners who are in need of more space.
An umbrella organization could be established to oversee all the incubator farm programs and
apprenticeship programs – funding could filter through this one organization and there could be group
rates on insurance. They could also help organize events and create a resource manual.
There could be shared ideas and resources amongst the programs – face to face meetings are essential
and could happen annually or twice per year.
There should be a clear added value and benefit for establishing an umbrella organization.
There needs to be space for each program to shine though.
Link with other programs / partnerships – UBC / KPU / school programs.
Direct students to farming plots.
Partnership with community gardeners – may have some community gardeners who want more land and
want to expand to ½ acre incubator farm plot, but these people are generally older and retired and may
not be interested. Could also possibly provide mentorship role.
Endowment funding – partnership between different programs in the region, although without becoming
too standardized.
Need specific / applicable actions to implement idea / resource sharing.
Umbrella organizations – need to clearly provide benefit and add value.
Pool resources of smaller groups, resource manual for the benefit of the larger group.
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