Reducing Food Waste and Enhancing Specialty Crop Farm Viability through Comprehensive Market Development and Hands-on Technical Assistance

Commodities

• Agronomic: potatoes
• Fruits: apples
• Vegetables: asparagus, beans, beets, broccoli, brussel sprouts, cabbages, carrots, cauliflower, celery, cucurbits, eggplant, garlic, greens (leafy), greens (lettuces), leeks, okra, onions, parsnips, peas (culinary), peppers, radishes (culinary), rutabagas, sweet corn, sweet potatoes, tomatoes, turnips, tk
• Additional Plants: herbs

Practices

• Sustainable Communities: food loss and waste recovery/reduction, food sovereignty

The Good Acre (TGA), a nonprofit food hub in Minnesota, addresses critical challenges in the local agricultural landscape through its mission to support specialty crop farmers entering wholesale markets. Over the past decade, TGA has identified key drivers of food waste among its farmer partners, including increased production volumes, overplanting as a risk mitigation strategies, and stringent customer specifications. To combat these issues, TGA employs a multifaceted approach centered on grower support and innovative market strategies.

Central to TGA’s strategy is a dual-focus initiative: providing technical assistance to reduce on-farm food waste and purchasing excess produce to minimize economic losses for farmers. Recently, TGA expanded its efforts to include a grocery retail pilot and develop strategies for marketing 'seconds'—produce that doesn't meet traditional market specifications but is still fresh and high quality. By broadening the definition of acceptable produce ('firsts'), TGA aims to enhance market opportunities while reducing environmental impact and operational costs.

The rationale for these efforts is underscored by staggering statistics: produce accounts for a significant portion of food waste, with strict cosmetic standards contributing to substantial losses. Collaborative efforts with buyers and consumer education are pivotal in expanding market definitions and driving demand for 'seconds'. TGA’s initiatives not only mitigate food waste but also foster economic resilience among farmers, many of whom operate at a loss due to inefficiencies and overproduction exacerbated by a lack of crop insurance.

Through innovative programs like LEAFF, TGA has demonstrated substantial impact, reducing on-farm waste and providing a pathway for culturally significant produce to reach hunger relief organizations. Moreover, TGA’s purchasing programs generate significant revenue for small-scale farmers, catalyzing over $2.5 million in economic activity annually and potentially unlocking $20 million in farm revenue across its network.

Partnerships play a pivotal role in TGA’s success, collaborating extensively with institutions, farm incubators, and governmental agencies to amplify their impact. By integrating feedback from farmer advisory committees and conducting rigorous program evaluations, TGA ensures its initiatives remain responsive and effective.

Looking ahead, TGA aims to establish baselines for food waste reduction, decrease excess food production by 10%, develop new markets for 'seconds' with a target of $200,000 in annual sales, and expand buyer education on flexible produce standards. These objectives are supported by robust outreach efforts, including comprehensive training programs and strategic partnerships aimed at scaling impact regionally and nationally.

Evaluation of TGA’s initiatives will be ongoing, measuring farmer satisfaction, program objectives, and economic impacts. By leveraging data-driven insights and stakeholder collaboration, TGA continues to innovate and lead in sustainable agriculture practices, paving the way for a more resilient and equitable local food system.

In conclusion, TGA’s holistic approach not only addresses immediate challenges in food waste but also cultivates a more sustainable agricultural ecosystem, 
benefiting farmers, consumers, and the environment alike.

1. Establish a baseline of excess food produced by TGA farm partners with annual contracts
2. Decrease the volume of excess food being grown by at least 10% based on established baselines
3. Develop additional outlets for ‘seconds’ with a goal of $200,000 in annual ‘seconds’ sales
4. Provide wholesale buyer education and support in adjusting produce specifications and requirements to expand what is defined as ‘firsts’