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

Commodities

Practices

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

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’