canim lake band community agriculture development plan

CANIM LAKE BAND
COMMUNITY AGRICULTURE DEVELOPMENT PLAN
2014 to 2018
Prepared by
Jammi S. Kumar: AgriFirst Canada
October 2013
Agriculture and Agri-Food Canada (AAFC) is committed to working with industry partners. Opinions expressed in this
document are those of Canim Lake Band and AgriFirst Canada and not necessarily those of AAFC.
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CONTENTS
1:00 EXECUTIVE SUMMARY ................................................................................................................3
2:00 SECTION 1: PURPOSE .................................................................................................................7
2:10 : BACKGROUND ..........................................................................................................................7
2:20 : OBJECTIVES OF COMMUNITY AGRICULTURE DEVELOPMENT PLAN ...........................................8
3:00 : SECTION 2 : PROCESS ...............................................................................................................8
3.20 : VISION STATEMENT ................................................................................................................ 13
3.3 : GAP ANALYSIS ........................................................................................................................ 14
3.4 : RESOURCE INVENTORY........................................................................................................... 15
3.4.1 : Lands, Land Capability and Status........................................................................................... 15
3.4.2 : Climate .................................................................................................................................. 16
3.4.3 : Community Skills ................................................................................................................... 17
3.4.4 : Basic Infrastructure................................................................................................................ 18
3.4.5 : Regional Agriculture Profile ................................................................................................... 20
4:00 SECTION 3 : PLAN .................................................................................................................. 22
4.10: DEVELOPMENT STAGE (2014 -2015) ........................................................................................ 23
4.20 : COMMERCIAL STAGE (2016-2018) ........................................................................................... 25
4.2.1: MANAGEMENT PLAN ............................................................................................................. 25
4.2.2: PRODUCTION PLAN................................................................................................................ 28
4.2.2.1: Five acre open field mixed vegetable farm, .......................................................................... 29
4.2.2.2: One Acre Berry Farm............................................................................................................ 36
4.2.2.3: Greenhouse Production : 3600 Sq.ft (2 X30X60) .................................................................... 37
4.2.2.4: 75 Acres Non-irrigated Hay.................................................................................................. 40
4.2.3: MARKETING PLAN .................................................................................................................. 41
4.2.4: FINANCIAL PLAN ..................................................................................................................... 44
5:00 : Acknowledgements ................................................................................................................ 50
6:00 : References............................................................................................................................. 51
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1:00 EXECUTIVE SUMMARY
Canim Lake Band’s Community Agriculture Development Plan is a result of the decision taken by the
Chief and Council to develop a commercially viable agriculture program and incorporate agriculture
development into overall economic development strategy of the community.
Funding for the project had been provided by Investment Agriculture Foundation of BC through the
Canadian Agricultural Adaptation Program (CCAP) under the Emerging Sectors Initiative. BC Ministry of
Agriculture, through its First Nations Agri-business development Program, provided technical as well as
logistical support to Canim Lake Band in formulation of the plan. AgriFirst Canada, an Independent
consulting firm, had been hired to conduct the required community consultations and prepare the detail
Community Agriculture Development Plan.
This document is set out in three different Sections:
1. Purpose: Describes the background and the reasons and aspirations of Canim Lake Band in
embarking on a comprehensive agriculture development program.
2. Process: Describes the various activities carried prior to the formulation of the plan and
3. Plan: Describes in detail two stages of implementation. Stage -1, which is a development stage
and Stage-2 Is the commercialization stage.
PURPOSE
Canim Lake Band located North East of 100 Mile House BC, is a group of progressive people striving for
self-sufficiency through a comprehensive economic development strategy that would incorporate
agriculture and food as an integral component in the process of development. The Band intends to make
optimum use of its natural resources, including the land, in a sustainable manner. By embarking on a
viable agriculture business, the Band hopes to develop capacity, create jobs, provide food for the
community and also create a new source of revenue for overall better quality of life for people in the
community. In order to develop a comprehensive agriculture development program, the community
needed an agriculture development plan that outlines the process, outcome and the required financial
resources.
PROCESS
In order to make the plan a “People’s Plan” rather than the Band Administration’s plan, community
consultation became the basis for formulation of all activities outlined in the plan. An Advisory
Committee was established to oversee the process. Advisory committee comprised of Band’s Economic
Development Officer, Land Officer, Education and employment coordinator, two of the long -time
producers in the community and the First Nations Agri-Business Agrologist of the BC Ministry of
Agriculture. The following activities were carried in consultation with the members of the community:
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1. Needs Assessment: A visioning exercise that outlined the current status and where the
community wants to be in next five years. A Vision Statement was developed at the end of this
exercise.
2. Gap Analysis : Having developed a vision for the future SWOT analysis was conducted that
became the basis to design a process that needs to be adopted in moving the community from
the present status to that of desired status
3. Resource Inventory: A detailed inventory of resources was compiled including aspects such as
land and land capability, climate, skills in the community related to food production and
processing, available basic infrastructure that supports agriculture, and a general overview of
the region that will ultimately be the market for the produce from Canim Lake Band.
PLAN
Given the realities identified in the needs assessment and gap analysis exercises, it was decided the
development plan needs to be in two separate stages; 1. Development Stage where the required
capacity will be built and 2. Commercial Stage where the actual production, processing and marketing
activities will be carried out.
1. Development Stage (2014 to 2015): During the two year development stage the following
activities will be carried out:
 Training: Formal training of an individual in all aspects of Farm Management who will be
appointed as the Farm manger. Also training programs will be conducted to enhance the
production and processing skill of interested members in the community by means of
workshops and on farm training. A Small business training program is also planned to
provide basic knowledge of business for the individuals who would eventually become
agricultural entreprenuers in the community.
 Infrastructure/Equipment: At this stage enhancement of the existing farm
infrastructure will be carried out and the required new equipment will be acquired and
additional new structures will be constructed.
 Land Improvement: The most suitable lands for production will be identified, mapped
and set aside in land use plans for agriculture development. Identified lands will be
fenced and the irrigation systems will be installed. Farm access roads will be constructed
and the lands currently under Hay production will be rehabilitated for production of
good quality Hay.
 Incubator Businesses: To maintain the current interest of participants and to provide
actual entrepreneurial experience to the producers, incubator businesses will be
established. It is proposed at least 5 incubator businesses involving five individuals will
be encouraged. Production in the incubator businesses would range from field
vegetables, swine, poultry and also greenhouse production.
It is estimated, to carry out the above capacity building activities, it will cost approximately $ 220,000.
The Economic Development Division will find ways and means of providing the required finances. Some
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of the funds may be economic development grants and some by means of bank loans and other sources
of financing such as First Citizens fund.
2. Commercial Stage (2016 to 2018) : During the three year Commercial Stage the following
activities would be carried out:
 Management Structure: Having analysed various business models as options the
community decided to adopt a model that combines the individual entreprenuers as
well as a fully business oriented Agriculture Corporation. Corporation will function
independent of the Band Administration under the direction of a Board of Directors. The
corporation in addition to its own production program will enter into contractual
agreement with individual producers to market their produce, utilizing a common brand
name, through the outlets identified in the marketing plan. The corporation will also
own and manage the machinery pool from which the individual producers can access
required equipment and machinery at a cost. The Economic Development Division of
the band will provide support to the corporation by means of liaison with external
organizations, funding, and general support from the Chief and Council.
 Production Plan: A production plan had been outlined where four separate activities
will be carried out creating four distinct revenue streams;
a) Five acre mixed vegetable farm
b) One acre berry farm (Raspberries and Strawberries)
c) Greenhouse production – 3600 Sq.Ft
d) Seventy five acres of high quality Hay.
 Marketing Plan : Having conducted a market assessment a SWOT analysis was
conducted to analyse the position of CLB in context of the market and its competitors.
The strategy is to adapt, to a large extent, direct marketing method. A detailed
marketing strategy is devised and target markets are identified. The plan outlines five
different methods to market community produce:
a) Community Store: Residents of the community can buy local produce
through the store. Band intends to promote Agro-tourism through a
Comprehensive Community Development Plan. Tourists visiting the
Band will have access to fresh produce and preserves through the store.
The community store will also supply produce directly to external orders
that would be buying produce through a web based marketing program
operating in the region. It is estimated, approximately 15% of the total
sales can be achieved through community store.
b) Farmer’s Markets: Corporation will be selling produce at the farmers
markets located in 100 Mile House, Williams Lake, as well as 99 Mile
market. This market segment can take about 15% of the total sales.
c) Roadside Stands: Roadside stands will be established in strategic
locations during peak production season. Plan is to construct a mobile
stand that can be moved to different locations. Road side stand take
advantage of increased traffic during the summer months as well as
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provide a convenient methods for the consumers in the immediate
region.
d) Grocery Stores. Wholesale/Retail: Market assessment conducted at
the earlier stages indicates, the small and medium sized grocery stores
prefer to distribute local, fresh, chemical free foods. Marketing plan
intends to take full advantage of this market preference. Grocery stores
both wholesale as well as retail will be targeted in Forest Grove, 100
Mile House and Williams Lake. It is estimated the grocery store segment
can take up 30% of the marketable produce.
e) Restaurants: Restaurants in the region prefer to serve fresh local
produce. Plan intends to develop supply contracts with key restaurants
in 100 Mile House as well as Williams Lake. Approximately 20% of the
products can be marketed through this channel.
Financial Plan: Detailed financial outlook for the three year commercial operation is
formulated. Financial plan includes capital costs, enterprise budgets for all four
operations, revenue forecasts as well as profit and loss statements. Following is a broad
summary of finances:
Year 1
Year 2
Year 3
Revenue
$196,515
$196,515
$196,515
Direct Cost
$78,888
$78,888
$78,888
Gross Margin
$117,627
$117,627
$117,627
60%
60%
60%
Salary
$48,000
$48,000
$48,000
Farm Overheads
$16,000
$16,000
$16,000
Start-up Cost
$118,000
$0
$0
Gross Margin %
Operating Expenses
Total Operating Expenses
$182,000
$64,000
$64,000
Operating Income
($64,373)
$53,627
$53,627
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2:00 SECTION 1: PURPOSE
2:10 : BACKGROUND
Canim Lake Band is located north East of 100 Mile House, with a registered population of 591. Band
comprises of six reserves with a total land area of approximately 4800 acres.
The Canim Lake Band is a progressive group of people, striving for self-sufficiency through education,
economic development, social development, and overall management of its lands and resources. The
band has a strong leadership in council as well as within the community. It is a proud Community, with
a rich heritage and culture. Canim lake Band has access to excellent agricultural land within the reserves
with potential for financially viable and sustainable agriculture enterprise. Band also has a dedicated and
trained workforce and youth group involved in a successful 4H program. We are ideally located in close
proximity to urban centers that can serve as potential market for our agro-food products.
The Canim Lake Band intends to expand its economic development opportunities for Band members by
integrating Agriculture-Food sector into the Band’s overall economic development strategy. Building
upon the on-going BEADS (Building Economics through Agricultural Development & Sustainability)
program and the very successful 4H program, the Canim Lake Band decided to develop a sustainable,
long term strategic plan and the creation of a viable agribusiness enterprise. By creating a viable
agriculture development program the entire community of Canim lake Band will be benefitted. Benefits
will range from new job opportunities, healthy local foods, better health, and a stronger economy. In
addition to the benefits to the band members, the program will provide much needed fresh locally
grown healthy food to the neighbouring urban centres of Forest Grove, 100 Mile House as well as
Williams Lake.
In order to develop a comprehensive agriculture development program, The Community needed an
agriculture development plan that clearly outlines the process, outcome and required financial
resources. Hence, Canim Lake Band requested assistance from Investment Agriculture foundation of BC.
Funding for this project was provided by IAF and the band hired services of Mr.Jammi Kumar of AgriFirst
Canada to prepare this comprehensive Community Agriculture Development Plan.
In November 2009, with funding from Western Economic Development, the Canim Lake band hired
Calissi Farms of Kelowna to conduct a feasibility study. Calissi Farms conducted a SWOT analysis and
developed a very broad outline of agriculture potential of Canim Lake Band lands. The study provided a
listing of crops that can be grown in the area and also details of production practices for each crop.
However, this study was more focussed on the production potential and did not address adequately the
aspects of farm business management, financial requirements, marketing and organizational structure
to ensure sustainable operations. Also several aspects in the agriculture development has changed since
2009; particularly the Band Council strategy for economic development involving youth and individual
entrepreneurial skills. The 2009 study was used as a resource document in formulating this
comprehensive community agriculture development plan
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2:20 : OBJECTIVES OF COMMUNITY AGRICULTURE DEVELOPMENT PLAN
The Canim Lake Band intends to expand its economic development opportunities for Band members by
integrating Agriculture-Food sector into the Band’s overall economic development strategy. Building
upon the on-going BEADS (Building Economics through Agricultural Development & Sustainability)
program and the very successful 4H program, the Canim Lake Band will develop a sustainable, long term
strategy and the creation of a viable agribusiness enterprise.
Long-Term Objectives
1. Create a financially viable agri-business operation that provides economic development
opportunities in an environmentally friendly environment.
2. Building capacity through training initiatives including youth business programs and build on the
skills of the 4H youth members;
3. Create opportunities for community members with entrepreneurial spirit to embark on smallscale agri-business ventures.
4. To create an opportunity for the development of a youth run Agri-food and Agri-tourism
business
5. To cultivate youth specific and community specific understanding of Agricultural and
Environmental stewardship in the context of Secwepemulcw (Secwepemc traditional territories)
3:00 SECTION 2 : PROCESS
At the initial meeting held in April 2013 an Advisory Committee was established to oversee the planning
process under the guidance of Band’s Economic Development Officer. The Advisory Committee adopted
the following process in formulation of a comprehensive community agriculture plan:
1. Determine the current status of the agriculture industry and resource base including a land use
inventory using information from the existing documents
2. Identify the opportunities for agricultural crops and value-added products with potential for
enhancing agriculture in the community;
3. Address opportunities in smaller and medium scale agricultural farm operations;
4. Identify strategies to achieve potential and take advantage of innovative and appropriate ideas
for developing a strong agricultural industry;
5. Identify the ecological services agriculture provides to the region;
6. Develop a detailed financial/investment plan including revenue streams.
7. Prepare an implementation strategy by Identifying priorities, actions and participants to
successfully achieve solutions and to promote agriculture by;
 Generating public awareness of its value to the region; and
 Identifying career and business opportunities,
 Identify opportunities for community entrepreneurs to invest in food based businesses
 Establish a management structure to ensure sustainability of agriculture operations.
The above activities were carried out by means of:
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1. Series of community consultation meetings
2. Review of on-going programs (4H and BEADS) and their role in wider agriculture development
initiative. Review of all existing documents/studies related to CLB agriculture development.
3. Planning sessions with the key participants of Canim Lake Band economic development unit
4. Consultations with industry leaders in the Canim Lake/100 Mile area.
Following is a schematic diagram of the activities carried out and outcome of activities.
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3:10 : NEEDS ASSESSMENT
At the Community Consultation meeting held on June 13, 2013 a Needs Assessment exercise was
conducted. Earlier, during January 2011, BC Ministry of Agriculture conducted a needs assessment
exercise in Canim Lake. Data gathered in the January 2011 meeting was used as a basis for consultation.
The Needs Assessment Exercise comprised of asking the community Gathering seven pertinent
questions and recording their responses for further analysis. Following are the questions asked and the
response from the Community members:
What agricultural and Food related activities are currently going on?
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Family Gardens : Production of range of fresh vegetables and seasonal fruits
Elders Garden: Raised beds planted by elders producing fresh vegetables
4H club : community Youth involved in production of Sheep and pigs
Haying : Approximately five individuals who have access to land are involved in hay production
Fishing: Salmon fishing, meat drying
Food Preservation: Canning and Jarring : Jams. Jellies and pickles
Harvesting Traditional foods : soap berries, saskatoons, other wild berries
Trapping and Hunting: Moose and Deer , meat drying for storage
What Agricultural Resources (Knowledge, infrastructure) currently exist in the community?
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Gardening skills: Approximately 45 individuals trained under BEADS program
Food Preservation: Knowledge of canning and jarring
Tractors: Two tractors in working condition one additional tractor can be restored
Green Houses: One large (30X60), One medium (29X30) and 5 small individual green houses
Storage: Walk-in cold storage, root cellar, BEADS building can be used as packing/dry storage
unit, smoke house.
Buildings: Hay barn, 4H Barn for housing small stock.
Equipment : 2 Irrigation Pumps and pipes, Potato digger, Rototiller, round and Square Hay
baler, seeder, disc plow, tiller, swathe
Tools: Shovels, wheel barrow other small tools.
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Which agricultural enterprises are you interested in establishing in your community?
Production:
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Organic field vegetables : Greenhouse production as well as open fields
Potatoes
Seasonal Fruits
Garlic
Fresh Herbs
Poultry : Layers as well as broilers
Swine: 4H Program as well as individual swine farms.
Processing
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Canning and Jarring : Jams, jellies, pickles,
De-Hydrated foods : Packaged dried fruits
Teas: Medicinal plants harvested and processed
Smoked fish and dried meats
Marketing
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Community Food Store : Sales of Fresh and processed foods
Road-side stall: Seasonal sales of Fresh and processed foods
Farmer’s Market : 100 Mile house weekly market
Supply to Grocery stores and restaurants in the region
What benefits /Values do you see in Agriculture?
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Community enhancement/Pride and self sufficiency
Better utilization of lands, Productive land use.
Job opportunities
Training and capacity building : Organization, Management and Sales skills
Partnerships and networking
Fresh Nutritious and chemical free foods
Better health due to nutritious foods and physical activity
Income to individual producers/processors
Reduces food expenses
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For Agriculture to Grow in your community, what needs to happen?
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A viable Agriculture development Plan for the Community
Funding for start-up costs
Small business training
Farm Management training
Computer training
Access to Land : Land use agreements with land owners
Better Equipment, Storage, packaging and sales infrastructure
Do you see youth playing a role in agriculture?
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Youth in the community learning aspects of agriculture can be future entreprenuers
Motivate youth by demonstrating earning potential in agriculture /food related businesses
Any other comments?
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How soon can we get going?
Strong demand for straw bedding exists for 4H animals. Currently pay $12-$14 per bale at local
feed store
We want to create meaningful jobs for people
Need to come up with an attractive business name and logo
3.20 : VISION STATEMENT
To create a Community Agricultural Program that will be environmentally, culturally and
financially sustainable, and benefits the community by means of jobs, healthy food,
increased income and overall better quality of life.
We Value:
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Our Traditions: We develop economically within the context of Secwepemulcw traditions
Our environment: We demonstrate innovative ways to foster sustainable farming.
Our Youth: We provide hands-on learning opportunities
Our neighbours: We work with our neighbours to strengthen our community
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3.3 : GAP ANALYSIS
SWOT ANALYSIS
Strengths
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Food Production skills: approximately 35 individuals trained through BEADS project.
A successful 4H Club in operation, created a culture of agriculture learning.
Elders garden in operation
Access to lands with good soils for intensive production
A functional community kitchen that has been approved by the BC Heath Authority.
Available farm infrastructure: Cold/dry storage, Green houses, Irrigation water source
Available Machinery and Equipment : Tractors, irrigation pumps, Tillers, hay balers
Agriculture development included in 5-yr Economic Development Strategy
Weaknesses
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Lack of small business management skills
Lack of Start-up capital , dependence on external funding agencies
Negative perception about farming among some members
No food safe program in place
Organic certification has been lost
Human resources need to be better focused, and “sold” on the fact that the project needs to be
financially profitable
Adequate irrigation is available, but a license is required
More machinery is required
Distance to markets in more populated urban centres
Opportunities
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Demand for locally produced food is increasing
Existing client base through the farmers market
Good working relationship with educational institutions : TRU
Access to financing: First Citizens Fund/FNALA and Community Futures
Indigenous Work Force : Volunteers for labour intensive projects
It is difficult for other producers to supply retailers north of Kamloops with a consistent supply
of fresh produce
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There are home delivery companies in the region
A produce stand in the summer months could supply the summer tourists
There are wild berry crops in abundance on band lands, which could be marketed as “wild
crops”
There is an abundance of wildly grown conifers that could be sold into the local Christmas tree
market
Certain machinery can be rented (e.g. bailers) to harvest and prepare land for planting
Threats
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Other competitors in the region, although few
A summer frost (although rare) could damage crops
In some crops that require full growing season, adequate growth may not be attained in certain
years to make the crop profitable.
Invasive plant species : Knapweed, Canada thistle, Sulphur Cinquefoil
3.4: RESOURCE INVENTORY
The following resource inventories have been compiled using the information gathered at the
community consultation meetings and reference documents listed in the Appendix section.
3.4.1 : Lands, Land Capability and Status
Lands
Canim Lake Band comprises of six reserves with a total land area of 5066 Acres. The location and
respective lands of the six reserves are as follows:
Location
Canim Lake I.R. #1
Located: 30 Kms east of 100 Mile House on the Canim Hendrix Road.
The Band's main subdivisions and public buildings are located on IR#1
Canim Lake I.R. #2
Located: 16 Kms east of 100 Mile House on Canim Hendrix Road
Canim Lake I.R. #3:
Located: North of IR#2 on Archie Meadow Road
Canim Lake I.R. #4
Located: South-East shore of Lac La Hache
Canim Lake I.R. #5
Located: Shore of Northeast Canim Lake
Canim Lake I.R. #6
Located: Shore of Christopher Lake, north of the IR#5
Area (Acres)
4400
160
40
40
106
320
Source: Canim Lake Band: Lands Administration
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The lands of the Canim Lake Band lie in a large valley through which Bridge Creek flows. The southern
part of the lands is a gently undulating forest area. Adjoining the Creek are extensive alluvial flats which
often are flooded in the spring. The northern part of the lands has steep slopes with grassland on the
west side and forest land predominates to the east.
The alluvial flats, at the lowest level, form an extensive hay meadow, which have the potential to be
extremely productive. The gently sloping alluvial fans to the north are quite fertile and were used to
produce hay at one time. With fertilization and irrigation these lands could be very productive.
Immediately south of the low-lying land is an undulating area of sandy deposits supporting mainly pine
and fir. The native vegetation is forest – Douglas fir, spruce, lodgepole pine, willow and aspen with
some shrubs and an immediate cover of grasses. Sedges and rushes predominate in wet depressional
areas. Native wheat grasses and fescues thrive along with similar tame varieties. Some Kentucky Blue
Grass appears to prosper in the area.
Canim Lake Band has four separate water use licenses approved for irrigation. As per these licenses
adequate water for irrigation can be drawn from Halfway Creek, Webb Creek as well as Bobs Brook.
For the purpose of agriculture development, band intends to concentrate mainly on the lands available
within IR# 1, where most of the community members reside.
Land Status
IR#1 has two registered CP holders and IR# 5 has one CP holder.
There are also ‘Cardex holdings in estate’- these are not official CP’s but they are on paper.
The remainder of the agricultural land on IR#1 is in holdings, 3 band-held holdings and the rest in
traditional holdings. These traditional holdings are associated with families who originally cleared and
worked the land, but they are not on paper and not official.
Among the Community members who attended public consultation meetings and have interest in
developing lands for agriculture, up to 80 acres were represented. However access to land by members
who do not have any land entitlement becomes an issue. Public consultation meetings pointed out a
need for band administration to devise a system where interested individuals would have access to land
for food production. Possibility of CP land owners leasing land to non CP holders was an option explored
but has to be approved and formalized by the Chief and Council.
3.4.2 : Climate
The climate is characterized by cold winters and warm summers. The valleys in particular reach fairly
high temperatures during summer periods. The rainfall is reasonably adequate for crop production
except that droughts often occur during the summer. Thus, rainfall is a limiting factor in the production
of crops adapted to the region. With irrigation, the short frost-free period and low number of growing
degree days determine to a large extent what crops can be grown successfully. The southward aspect of
the slopes has a tendency to modify the climate.
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Common to this region are occasional wet autumns which hamper harvest operations for both hay and
cereals.
Climate Statistics for Canim Lake
Annual precipitation
May – September precipitation
Annual Snowfall
Frost-free period June 9 – August 10
Growing degree days above 5 C
63 cm
32 cm
138 cm
62 days
1760
Source: A Soil Resource and Land Use Survey of the Canim Lake Indian Reserve, Report No. 280, 1974
Agriculture Canada, Authors: L.A Leskiw and L. Farstad
Possibility of drought during summer, which coincides with the main growing period, warrants a need
for supplemental irrigation systems for field crop production. Bridge creek flows through the lands and
is the main irrigation water source. At one time diversion ditch, brought water to the lands from a small
lake to the North. It would require capital investment to restore this water source. The water flow in
the Creek, though not large, is reasonably constant during the summer period. The water quality is
good and certainly adequate for irrigation needs.
3.4.3 : Community Skills
Canim Lake Band had been had been actively involved in agriculture and food production for many
years. The first ever 4H Club in First Nations had been established in Canim Lake and is still very active.
The Lands Division of the Band Administration promoted food production and supported programs such
as Community Gardens, elder’s garden, and training program called BEADS. Because of such support
from the band administration the community members developed the basic skills required for crop
production and animal husbandry.
Gardening/Agriculture skills
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Approximately 30 members of the community are trained in basic gardening skills through
BEADS project
Traditionally Elders in the community were involved in some form of food production and the
knowledge is as asset to the community
Traditionally band members were involved in production and sale of Hay. Basic skills in aspect of
Hay production exist in the community
Through the trades development initiative some of the community members developed
carpentry skills that are useful in construction and maintenance of farm infrastructure such a s
green house, storage facilities etc.
Food processing skills
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Elders as well as some of the households practice canning and jarring to preserve local foods.
Basic knowledge of food preservation exists however, no formal training programs were held in
aspects of food processing and preservation.
Management skills
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Some of the senior band officials do have project management skills that will help in overall
administration and management of agricultural program
There is a lack of trained personnel in aspects of farm management and marketing.
3.4.4 : Basic Infrastructure
The following basic infrastructure for agriculture development exists in the community. Some of the
building and equipment need repairs and upgrading.
Farm Equipment
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Two tractors in working condition one additional tractor can be restored Equipment :, Potato
digger, Rototiller, round and Square Hay baler, seeder, disc plow, tiller, swather, Shovels, wheel
barrow other small tools.
Farm Buildings/Storage
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Green Houses: One large (30X60), One medium (29X30) and 5 small individual green houses
Storage: Walk-in cold storage, root cellar, BEADS building can be used as packing/dry storage
unit, smoke house.
Buildings: Hay barn, 4H Barn for housing small stock.
Irrigation
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Canim Lake Band has a good source of water for irrigation from the creek that flows through the
lands.
Two Irrigation Pumps and pipes are in store capable of irrigating approximately 2 acres
Roads


Canim Lake Band IR# 1 has well serviced roads and is easy to connect to nearest urban centres
Access to existing farmlands is available through farm roads within the band. New roads may
have to be cleared depending on location of new agricultural operations.
Electricity

Community is well serviced by BC Hydro. Electricity is available throughout the community and
to existing farm buildings.
18

With minimum investment, power can be made available to proposed new farm structures
Communications



Land line telephone access is available to the Band offices as well as residences. If necessary
additional lines can be installed for farm operations.
Cell phone coverage is limited. Some parts of the community can access but signals tend to be
weak.
Band offices have excellent internet access and have a band website that is used for all
community announcements. Website can be utilized for promotion of farm products as well as
marketing in the region.
Transportation



There are no vehicles specifically assigned for farm operation. If necessary band owned vehicles
can be utilized with prior arrangements
Some of the producers have personal vehicles that can be used to carry produce to markets or
transportation of materials.
For a fully functional commercial farm, dedicated farm vehicles will become necessary
19
3.4.5 : Regional Agriculture Profile
Agriculture in the Cariboo region is concentrated on beef cattle and hay and field crop production. The
region accounts for approximately 19% of the total farm area in BC. Compared to 2006 census, the 2011
census shows a two fold increase in field vegetable farms; from 12 to 25. There was a considerable
decline in beef as well as pig production. The following table extracted from 2011 Stats Canada
Agriculture Census shows the trends in the region:
2011 CARIBOO AGRICULTURE CENSUS HIGHLIGHTS
UNITS
Population
#
2006
2011
154,454
UNITS
154,271
2006
2011
Selected Crops
(Planted area)
Number of Farms
#
1,781
1,681
Total Farm Area
ha
594,059
493,612
Total Gross Farm Receipts
$
112,290,335
94,320,938
Farms Classified by Farm type
Hay and Field Crops
ha
79,216
74,859
Tree Fruits
ha
7
5
Berries
ha
12
21
Vegetables
ha
62
90
Beef Cattle
#
746
451
Greenhouse Total area in
use
Sq.Mts
268,413
230,175
Dairy
#
9
11
Greenhouse Vegetables
Sq.Mts
X
9415
Hog and Pig
#
15
6
Greenhouse floriculture
Sq.Mts
39,248
29,487
Poultry and Eggs
#
22
33
Greenhouse Other
Sq.Mts
X
191,273
Sheep and Goat
#
44
43
Oilseed and Grain
#
9
5
Selected Livestock(Heads)
Fruit and Tree nuts
#
12
7
Beef Cows
#
69,066
48,623
Field Vegetables
#
12
25
Dairy cows
#
398
1,304
Green House
#
11
9
Pigs
#
1,194
895
Nursery and Tree
#
34
28
Hens and chickens
#
155,292
22,648
Floriculture
#
25
23
Turkeys
#
1,848
1,337
Hay
#
325
579
Sheep and Lambs
#
9,149
7,045
Certified Organic Farms
#
12
12
Honey bee colonies
#
832
487
Source: Stats Canada 2011 Agriculture Census
20
Following statistics of Cariboo region are pertinent to the enterprises Canim lake Band intends to
pursue:
Fruit Crops
Crop
Acres
British Columbia
Cariboo
Strawberries
Raspberries
Blueberries
Saskatoons
Other
8
11
1
13
6
Canada
1086
5,020
11,800
81
1,710
12,861
8,982
123,885
3,223
4,342
Source Statistics Canada, 2006 Census of Agriculture
Field Grown Vegetables
Crop
Potatoes
Sweet Corn
Tomatoes
Cucumbers
Green Peas
Green Beans
Cabbage
Chinese Cabbage
Cauliflower
Broccoli
Brussel Sprouts
Carrots
Rutabagas/Turnips
Beets
Radishes
Shallots / Green Onions
Onions – Dry
Celery
Lettuce
Spinach
Peppers
Pumpkins
Squash/Zucchini
Asparagus
Other
Total Vegetables
Cariboo
75
22
3
6
4
5
15
1
3
4
2
25
4
9
4
2
4
1
8
3
Not Reported
5
5
Not reported
14
229
Acres
British Columbia
8,499
3,419
310
303
1,878
2,434
558
282
210
1,141
681
716
159
228
155
114
265
25
642
163
323
790
639
315
1,445
25,691
Canada
401,583
74,698
22,265
7,173
41,590
27,176
10,702
2,864
5,298
11,094
1,386
24,358
4,714
3,042
1,686
2,491
14,389
2,243
9,655
1,758
6,075
2,317
7,173
5,199
12,991
710,913
Source Statistics Canada, 2006 Census of Agriculture
21
4:00 SECTION 3 : PLAN
An important outcome of the needs assessment exercise was the strategy and process of development.
Based on the existing conditions in the community and the level of capacity it was decided the process
should be in two separate stages: Stage-1 Capacity Development, from 2014 to 2015 and Stage-2
Commercial Development from 2016 to 2018. Hence this plan is separated into two following stage.
Following is the proposed schedule of activities outlined in the form of milestones to enable proper
monitoring of progress:
MILESTONES:
Milestone
Capacity Development Stage
Farm Manager Training
In Community Production/Processing Training
Small Business Training
Farm Equipment/Infrastructure development
Land Improvement
Establishment of Incubator Businesses
Commercial Stage
Establishment of CLB Development Corp.
Formal Organizational Structure/Hiring of Staff
Establishment of 5 acre Mixed Veg. Farm
Start
Jan 2014
Feb 2014
April 2014
April 2015
Feb 2015
March 2014
Feb 2014
Jan 2016
Jan 2016
Jan 2016
March 2016
Establishment of Berry Farm Mar 2016
Construction refurbishment of Greenhouses Feb 2016
Establishment of 75 Acre Hay Operation April 2016
Implementation of Marketing Plan and Marketing Feb 2016
infrastructure
End
Dec 2015
Oct 2015
Oct 2014
May 2015
Oct 2015
Aug 2014
April 2014
Dec 2018
Feb 2016
Feb 2016
On-going for
3 yrs
On-going for
3 yrs
On-going for
3 yrs
On-going for
3 yrs
June 2016
22
4.10 : DEVELOPMENT STAGE (2014 -2015)
Canim Lake Band had ideally placed itself on path of successful agriculture development in the
community. The BEADS program, the historical 4H program and the successful community gardens
initiative and participation in farmers market have all added to the strengths of the community.
However several deficiencies in the system have been identified when it comes to transformation of
current production system into a commercial oriented program. The following activities have to be
completed to place the community on a strong foot hold to be commercially successful.




Training
Equipment acquisition
Land improvement
Incubator Production/processing business
Training
Training is required is aspects of farm management as well as in developing and enhancing production
and food processing skills. The following training programs are recommended.
1. Farm Manager: It is absolutely necessary for a local person to be adequately trained in all
aspects of farm management. An interested and capable young individual from the community
must be identified and sent out on intensive management training. Emphasis here is not on
academic qualification but hands on management training. Perhaps a two stage training such as
basic Horticulture course followed by apprentice manager training on a successful market
gardens.
2. Production & Processing : Continuation of in community training programs such as workshops
and seminars followed by attachment to the proposed Incubation Projects mentioned below.
Community has to create a core of personnel who have a good understanding of all crop
production, harvesting and storage aspects.
3. Small Business Training: Individuals who have interest in starting small scale agricultural
enterprises must be exposed to the basic principles of agri- business. This form of training can
also be organized within the community. Trainees will learn simple aspects of planning book
keeping production for sale and marketing
Equipment Acquisition
Canim lake Band does have some basic farm infrastructure but to embark on a commercial operation,
the existing structures and machinery need enhancement. The following structural enhancements and
new equipment are recommended.




Up-grade and expand cold storage
Create space for dry storage, cleaning, and packing of produce destined for market.
Refurbish existing greenhouses and construct an additional new greenhouse of 60X30
dimensions.
Roadside Stall : Preferably a mobile unit that can be moved to strategic locations.
23


Farm equipment such as tractor attachments: plows, tillers, discers etc.
Additional Irrigation pumps and pipes
Land Improvement
Following land improvements needs to be undertaken:





Identification of lands for commercial production
Fencing and land preparation of commercial agriculture lands
Installation of irrigation and drainage systems
Construction of access roads
Re-seeding or re-establishment of at least 75 acres of Hay lands.
Incubator Production/Processing businesses
The current high level of interest in agriculture in the community will have to be maintained while the
community makes its transition from community oriented production to market oriented production
system. During the Development Stage, it is recommended that at least 5 small farm business
operations be promoted, established and supported for transition into commercial production. A small
scale crop production and livestock/poultry operation will provide the necessary training ground for the
individuals who intend to become entreprenuers. The incubator farm businesses may consist of the
following:




One acre farm fully fenced and serviced with irrigation for production of a variety of field crops.
This farm can be sectioned into two parts to allow two individuals to pursue business
operations.
Small –scale poultry operation consisting of both layer as well as broilers
Small-Scale Swine project, between 10 to 25 animal units
Greenhouse production of speciality crops, like pickling cucumbers, herbs as well as range of
salad vegetables. The existing large greenhouse can be leased to an interested member of the
community.
The incubator businesses have to be seen as a training and economic development venture.
Therefore the Economic Development Division will have to seek funding from external agencies for
start-up costs as well as maintenance. Possibility of First Citizens Fund loans should be explored for
the individuals selected to operate incubator projects. This will provide the additional required
training of loans management in business context.
24
Estimated Costs
The following costs are estimated for successful completion of Stage-1 : Capacity Development.
ACTIVITY
Training:
…..Farm Manager
…..Production/Processing
…..Small Business Training
Farm Infrastructure/Equipment
Land Improvement
Incubator farm Businesses
TOTAL
ESTIMATED COST
45,000.00
20,000.00
20,000.00
75,000.00
40,000.00
20,000.00
220,000.00
Note: Costs incurred in the development stage for farm infrastructure, equipment and land
development will form a sizeable equity for the proposed CLB Agriculture Development Corporation.
This will eliminate the need for start-up costs identified in the financials of Commercial Stage.
4.20 : COMMERCIAL STAGE (2016-2018)
The commercial stage of Canim Lake Band farm operation will begin in year 2016. This plan outlines the
activities and outcomes for the first three years of commercial operations from 2016 to 2018. Due to
changing circumstances, it may become necessary to amend the plan to fit the needs of the time. It is
also recommended toward the end of the three year period and review of operations a new plan be
formulated to guide the Canim Lake Band agriculture program into the future.
4.2.1: MANAGEMENT PLAN
For success of any organization, the importance of a strong management structure cannot be
underestimated. Without proper attention to the creation of a cohesive and efficient structure, the
ability to carry out tasks that have to do with the stated goals of the organization is highly unlikely to
occur. There are several basic areas in that demonstrate this, including the areas of communication, the
assignment of responsibilities, the purchase of raw materials, and the marketing of the products and
services produced.
At the community consultation meetings the following options of management structure were discussed
to identify a best fit that leads to successful achievement of the objectives. The main objectives being :



Create a financially viable agri-business operation that provides economic development opportunities in
an environmentally friendly environment.
Building capacity through training initiatives including youth business programs and build on the skills of
the 4H youth members;
Create opportunities for community members with entrepreneurial spirit to embark on small-scale agribusiness ventures.
25
Management Structure Options
1. A band Administration operated system that oversees all farm operation and takes
responsibility for all financial and operational decisions.
2. Independent producers working as entreprenuers form a cooperative and manage the farming
business under cooperative principles
3. An Independent business organization that utilizes the available resources and employs
interested community members as farm workers and operates strictly on business principles.
After much deliberation meeting decided to create an organizational structure combining options 2 and
3. Such an organization will allow development of individual entreprenuers who can produce for profit
as well as meet the needs of family subsistence and in a wider picture create a financially viable business
operation that can operate as a commercial entity, independent of Band Administration. Based on this
decision the following organisational structure is designed:
CLB AGRICULTURE PROGRAM ORGANIZATION STRUCTURE
Economic Dev. Division
BOARD OF DIRECTORS
Producer - 1
CLB
AGRICULTURE
Producer - 2
CORPORATION
MARKETS
Producer - 3
MARKETS
MARKETS
MARKETS
MARKET
MARKETS
MARKETS
MARKETS
2
2
As per the above outlined structure, an Independent business entity will be created and registered. For
convenience the Business organization is now being called “CLB Agriculture Corporation” A more
attractive and functional name will be decided prior to formal establishment. The following are the
proposed attributes of CLB Agriculture Corporation:
26



Operates as an independent organization (Independent of the Band Administration)
Operations will be governed by Board of Directors who formulates policies and procedures that
align with the Community Economic Development Strategy. Directors will be appointed based
on their business background, cultural traditions, and commitment to Canim Lake Band’s overall
development.
Agricultural Corporation’s sole purpose is to manage farm operations and generate incomes and
re-invest to expand and create more opportunities for the community.
ROLE AND FUNCTIONS
The role and functions of the various bodies outlined in the structure diagram will be as follows:
CLB Economic Development Division




With the direction from band council and in the context of overall economic development
strategy provide guidance and advise to the CLB Agriculture Corporation Board of Directors.
Support the corporation in preparation of project proposals for funding etc
Guide corporation’s manager in financial procedures and administration
Assist is land use agreements between the land owners, independent producers and the
Agriculture corporation
CLB Agriculture Corporation – Board of Directors




Formulate policies and procedures for efficient functioning of the corporation
Guide and support Corporation’s manager in business as well as organization management
Hiring of staff, formulation of job descriptions.
Ensure financial accountability
CLB Agriculture Corporation






Custodian of all agriculture lands assigned for production
Agribusiness planning, implementation of plans, crop production, promotion and marketing of
produce
Maintenance of agriculture lands, farm structures, machinery and equipment
Manage central agriculture machinery pool. Independent producers will use machinery and
equipment from the pool at an agreed cost.
Production and supply agreements with the independent producers. Sell crop inputs to
producers and buy products from producers for sale in the identified market outlets.
All day-to-day operations of the Agriculture Corporation will be managed by the Farm manager
selected and appointed by the Board of Directors.
27
Independent Producers






Producers are independent and responsible for their own farm operations, including production
and sales.
Manage farm land acquired as per the lease agreements with land owners
Produce crops/livestock on the lands arranged and assigned to them
Sell produce to the agriculture corporation as per the conditions of supply agreements between
producer and corporation.
In addition to the supply agreements with the corporation, producers are free to utilize their
farm production in any manner they choose: Home consumption, sales to friends or other
outlets etc.
Utilize farm machinery and equipment from the central machinery pool
4.2.2: PRODUCTION PLAN
The production plan is developed by gathering information from following sources
1. Community consultation meetings. The needs assessment exercise provided preference of
enterprises members would like to pursue
2. Consultations with the Economic Development Division and other senior members of band
administration
3. Consultation with retailers/consumers/restaurants
4. Crop recommendations made in the Feasibility study of 2009
Given the available resources to the community and the vision of the people of Canim Lake Band, it is
proposed that the program pursue following four different production activities: In addition to the list of
products that can be grown, basic production information is also provided as guide. Additional technical
details of production can be accessed on the BC Ministry of Agriculture website.
1.
2.
3.
4.
Five acres mixed vegetable farm
One acre Berry Farm (Raspberries and Strawberries)
3600 Sq.Ft of Green House production
75 Acres of non- irrigated Hay with Alfalfa
At the community consultations few members expressed desire to produce pigs and poultry. However
assessment of production costs and returns shows that small scale poultry and swine productions
systems do not perform well in a commercial production. It is an issue of “economics of scale”.
However , it is proposed that community members who are interested in carrying out as a hobby farm
will be supported by the program.
28
4.2.2.1: Five acre open field mixed vegetable farm,
Beans : 0.25 Acres
Green beans can be successfully grown on sandy loam or coarser, to silt loam soils. Sandy soils
will allow earliness but irrigation is essential. The soil should be well-drained. A heavy soil, such
as a silty clay loam, that is poorly drained is not suitable for green bean production because root
rot could develop. Green beans will drop their blossoms under wet soil conditions.
Green beans are shallow rooted with most of the root absorbing surface in the top foot of the
soil so irrigation is necessary for top quality production.
Green beans are a warm weather crop but they require a short growing season.
There are two major types: bush or pole beans. Bush beans are short erect plants that grow 1-2
feet with a uniform pod set. Bush beans are generally known as green string beans and
generally take 50 to 55 growing days. Larger scale production favors this type as it can be
mechanically harvested. They are available as a green or yellow wax type.
Pole beans are trained on poles, fence, or string and grow 7-8 feet in height and bear fruit
continuously. These types of beans are a string type been but can also be a fava type of been,
harvested for its seed rather than the pod. The string types generally require 50 to 65 growing
days depending on the variety. Fava beans usually require 65 days to mature.
Broccoli : 0.25 Acres
Soil conditions for broccoli are much the same as those for cabbage. To minimize disease, allow
three years between plantings of broccoli, brussel sprouts, cabbage or cauliflower. Like
cabbage, broccoli is a heavy feeder and does best in an area where previous crops were legumes
such as peas or clover.
There are early, middle and late cultivars to choose from. Hybrids tend to be more productive
than open-pollinated cultivars. If you've had problems in the past, choose cultivars that are
tolerant to problems like hollow stem, black rot, and downy mildew.
Broccoli seedlings are very vulnerable to excess heat (anything over 80° F (27° C)) which will dry
them out and result in little to no production of a head. Cultivate or mulch to keep the soil
evenly moist. Lack of water will stress the plant and can lead to its not forming a head, or
making it more vulnerable to insects and pests. Excess water will stunt or kill it.
Cabbage : 0.25 Acres
Cabbage can be grown on a wide range of soils, but the crop is sensitive to soil acidity. The
optimum pH is 6.0 to 6.5, and at pH's greater than seven the disease club root can be present.
Cabbage is a heavy user of nitrogen and potassium and requires frequent side-dressing or
should follow nitrogen fixing crops like peas or clover. Cabbage is considered a hard crop on the
29
land, and many growers will rotate to other crops that do not have such high fertility
requirements. Cabbage is grown on mineral, sand and muck soils.
On sandy soil where there is a high water table, cabbage is irrigated by sub-surface irrigation. On
deeper sands it is a perfect crop for drip irrigation since fertigation can be used. In many new
fields where cabbage is grown on sandy soil, plastic mulch is being used to prevent wind damage
from blowing sand particles. This will increase the use of drip irrigation. The supply of water
should be even throughout the growing season to prevent cracking of the heads.
Cabbage is a cool season crop. The optimum temperature range for cabbage production is 15 to
20°C. At temperatures above 25°C growth will stop. The minimum temperature is 0°C (freezing),
but cold hardened plants can tolerate temperatures as low as -10°C. Young plants less than six
millimeters in diameter can tolerate both colder and warmer temperatures than older plants.
These young plants are said to be in the juvenile phase of growth. Plants which have matured
past the juvenile phase will flower if temperatures are less than 10°C for five to six weeks. This is
a response to temperature, and day length is not involved.
Poor environmental conditions during growth can lead to quality problems when the cabbage is
harvested. High temperatures and low moisture can cause small plants which give low yield.
These conditions can also lead to long stems in the head and can cause the outer leaves to drop.
Cold temperature during growth can also lead to long stems in the heads and bolting, or flower
stalk formation.
There are several types of cabbage. They include Chinese, early, midseason, red, and savoy and
storage varieties.
Chinese cabbage — Chinese or Napa cabbage is known for its milder flavour and in becoming to
be known for its gourmet culinary uses. Napa cabbage is the most popular family of Chinese
cabbages seen in the supermarket. The plant forms a head with leaves and petioles when
matured. This heading vegetable is very tender and delicious. There are various varieties
developed for various climates and areas. Chinese varieties require 60 to 100 days to mature.
Green cabbage — Green cabbage is sometimes called Dutch White. The outer leaves are dark
green and the inner leaves are smooth and pale to medium green. It can be stored in cold
storage for about two weeks. There are varieties selected that store longer. Early varieties
mature in 55 to 65 days, while main season varieties take 85 to 90 days to mature. Long term
storage varieties require 85 to 120 days to mature and are usually started as transplants.
Savoy cabbage — Crinkly, with waves of blue-green leaves, Savoy cabbage is a beautiful sight
growing in the garden. These thin, richly flavored leaves are ideal served raw in salads or
cooked. Cooked Savoys do not have the strong sulfur odor of green cabbage. Savoy only keeps
for about 4 days in cold storage. Savoy varieties require 80 to 100 days to mature.
30
Red cabbage — This variety is usually smaller and denser than heads of green cabbage. The
flavor of red cabbage is slightly peppery and it is very susceptible to color change. Red cabbage
varieties take 75 to 100 days to mature
Cauliflower : 0.25 Acres
Soil conditions for cauliflower are much the same as those for cabbage and broccoli. As with all
brassicas, careful rotations are important to prevent pest and disease problems. Avoid planting
cauliflower, or any related cabbage-family crops (Brussels sprouts, kale, cabbage, and broccoli),
where brassicas have grown in the last three years.
There is white, purple and green headed cauliflower. Purple cauliflower tastes more like
broccoli and turns green when cooked. Most white-headed cultivars need to be protected from
the sun to produce their snowy white curds; a few cultivars are self-blanching.
More than any other vegetable, cauliflower is very sensitive to weather conditions. Heat can
cause browning of the curds or stem rot. Dry spells or extremes of cold or heat can cause bolting
(premature flowering), buttoning (formation of small, undersized heads), or ricy curds
(separation of heads into small rice-like sections). Extreme fluctuations in temperature can
cause leaves to grow among the curds.
Carrots : 0.50 Acres
There are several types of carrots grown in the market today. Some are better suited for the
fresh market, while others being more uniform in diameter and blunt tipped are better suited
for processing. Of the fresh market carrots, baby carrots have better flavour than the
conventional cut and peel type, while the hybrid Amsterdam types are best suited for bunching.
There are early maturing varieties, as well as novelty colored – purple, cream and light orange.
Various Carrot Types
Carrot Type
Baby carrots
Hybrid Amsterdam
Nantes type hybrid
Early Varieties
Processing varieties
Novelty carrots
Source: Stokes Seeds Catalogue 2009
Days to Harvest
49-54 days
58 days
55-66 days
60-67 days
60-82 days
63-70 days
Length
8-18 cm
18-20 cm
17-31 cm
23-28 cm
23-30 cm
22-30 cm
31
Potatoes : 2.00 Acres
The potato is a very adaptable plant that can be grown in many regions of the province. There
are more than 35 different potato varieties grown in BC. Crops planted from mid-February to
mid-June, depending on the climate and the variety. Potato plants grow from sprouted “eyes’
on seed pieces (pieces cut from the seed potatoes). When the potato plants are 20 to 30 cm
high, soil is piled up along the base of the plants. This process, called hilling, ensures that the
potato tubers will not be exposed to the light. Light exposure causes potato tubers to turn
green, making them unmarketable. Before harvesting, the potato vines are top top killed to set
the skin on the potato tubers and help prevent damage during harvest.
Chieftain, Norland, Superior, Salem, Yukon Gold, Carola, Yellow Finn, Russian Banana
(fingerling), All Blue, Caribe (purple) are fairly common, but many other varieties are also grown.
Early Potatoes :
An early potato refers to potatoes that mature in a short growing season, usually 60 to 80 days.
Potatoes in this group include Red Pontiac, Norland and Yukon Gold. Potatoes in this group do
not store well, and are handled and marketed like a fresh produce item.
Although yield per acre is lower than mid and late season storage varieties, early potatoes
provide higher market prices, not to mention earlier sales and cash flow.
Mid-Season Potatoes
Mid-season potatoes mature in 80 to 100 days. Like early potatoes they do not store well.
Common to this group are Kerr’s Pink, Maris Piper, Keuka Gold and Red Gold.
Storage Potatoes
Potatoes that store well tend to have a longer 100 to 130 day growing season. Most are a russet
type, but not all. Varieties include German Butterball, Russet Burbank and other russet types.
Many of the potatoes destined for the French fry market are storage potatoes.
Fingerling Potatoes
Fingerling potatoes are a family of heritage potatoes which naturally grow much smaller than
conventional potatoes. They also tend to be elongated and slightly knobby, making them very
finger-like in shape. The unusual looking, flavorful potatoes can be used just like regular
potatoes in an assortment of roasted, broiled, baked, grilled, or boiled dishes. Many grocers
stock fingerling potatoes in season.
32
Like other potatoes, fingerling potatoes are tubers, and their roots can be found in South
America, where Native Americans first domesticated the potato. Just as there are numerous
conventional potato varieties, there are a wide range of fingerling potatoes on the market. They
run the gamut from creamy white to rich purple, and they come in waxy and starchy varieties,
suitable for different dishes.
Some people confuse fingerling potatoes with new potatoes, which are young potatoes
harvested before they fully mature. While young potatoes and fingerling potatoes share a small
size and thin skins, fingerling potatoes have a more complex flavor, and they are fully mature.
Just as is the case with regular potatoes, fingerling potato farmers allow the green upper portion
of the plant to die back before harvesting fingerling potatoes.
Onions : 0.50 Acres
There are several types of onions, including early and late maturing, as well as red onion,
Spanish onions, silver skin (also called pickling onions) and green (also called scallion) onions.
Table 5.3.2 Various Onion Types
Type
Early and mid-season
Late season
Red
Bunching
Spanish
Source: Stokes Seeds Catalogue 2009
Days to Harvest
75-108 days
108-120 days
108–120 days
60-70 days
100-125 days
Longer season Onion types can be started indoors or in a cold frame, for transplant as the
season permits.
Garlic : 0.25 Acres
There are two garlic types, softneck (sativum) and hardneck (ophiscorodon). Garlic generally
found in supermarkets is a softneck variety, referred to as Silverskin garlic from China and
California. Silverskins can be planted mechanically and are good keepers. There are several
types of softneck varieties: Artichoke types (Creole, Asiatic and Turban).
Soft-neck garlic cultivars (Silverskin or Artichoke) are not recommended for northern climates.
Numerous strains exist, having been selected over the years by the various companies that
produce them for dehydration, or by growers producing them for the fresh market. Mechanized
farms grow and develop cultivars of soft-neck garlic because the planting process can be
33
mechanized. Since they don't produce a scape (flower stalk), the cloves can be planted upsidedown. Topsetting (hard-neck) garlic cloves must be set upright. There are fewer cultivars of softneck garlic, compared to topsetting. The varieties 'California Early' and 'California Late' comprise
90 percent of the soft-neck types grown commercially. All softneck varieties are suitable for
braided garlic.
Hardneck varieties do well in cooler climates. Hardneck refers to the scape, or flower stalk, with
its topset of bulbils. Hardnecks take more care to grow since they need to be hand planted right
side up and have their scapes snipped off. Of the Hardnecks, there are several types commonly
grown. They include: Porcelain, Rocambole and Purple Stripe (with the sub varieties Marbled
Purple Stripe and Glazed Purple Stripe). There are slower growing hardneck varieties that are
suitable for braiding.
Elephant garlic usually is grown the same way as a hard-neck/ bolting garlic, except that these
big bulbs are planted farther apart. It is a specialty for people who want milder garlic or who
need a larger clove due to reduced dexterity or arthritis. This allium is much less productive (an
in: out ratio of 1:3) than true garlics and must be sold at a higher price. Also the plant is less
winter hardy than all common garlic cultivars and the bulbs will not keep as long, so it is not
recommended in climates with very cold winters.
Tomatoes : 0.50 Acres
Tomatoes do best with fertile, deeply worked, well-drained soil in full sun. They also like the soil
to have both major and minor nutrients worked in, potassium being more important than
nitrogen. Tomatoes are sensitive to shortages of calcium and magnesium. To aid with soil
fertility, add plenty of compost into each planting hole.
Tomatoes like warm soil and don't tolerate frost, and need to be planted when soil
temperatures is above 60° F (16° C) to plant. In cool climates the use of black plastic for a week
or two before planting can help warm the soil. Remove the plastic upon planting. Fluctuations in
soil moisture can be minimized with good mulching practices which will help avoid problems
such as fruit cracking, and blossom-end rot.
There are several types of tomatoes. They are: bush type that do not need pruning or staking,
small cherry or grape type, roma or paste type (that do need staking), varieties suited to
greenhouse production and novelty types that come in various shapes, colours and sizes.
Tomatoes require 60 to 75 days to ripen and require hotter through-out the growing season.
34
Zucchini : 0.25 Acres
Zucchini is a member of Cucurbitacea family (also known as the Gourd family) which also
consists of pumpkins, cucumbers, squash, and melons. Zucchini is one of the easiest vegetables
to cultivate in temperate climates.
Zucchini is 96% water and is low in energy and carbohydrates. It contains useful amounts of
Vitamin A (as carotenoids called lutein) and B (as folate), potassium and manganese.
Zucchini is an annual crop, has a bush habit and is frost-prone at all stages of growth. Rapid
germination and vigorous growth occur when soil temperature reaches 20°C. First fruits can
often be harvested from 40 to 50 days after sowing.
Varieties
Zucchini are usually dark green, but may also be yellow or light green and they have a similar
shape to a cucumber. There are a few cultivars with round or bottle shaped fruits.
Most commercially grown zucchini cultivars are hybrids because they are usually heavier
producers than open-pollinating types.
Zucchini bears separate male and female flowers and pollination is assisted mainly by bees. If
poorly pollinated, fruits will fall off and if partially pollinated fruit will develop unevenly.
Disease resistant or tolerant cultivars may be the most appropriate types for areas prone to
certain problems like Watermelon Mosaic Virus (WMV) or mildews. There is a range of resistant
and tolerant varieties available. Tolerant varieties show few symptoms of infection whereas
resistant varieties have a reduced level of infection.
Many cultivars are available. Some of the more commonly grown varieties are Congo, Calendia,
and Hummer other dark green varieties include Blackjack, Stinger and Midnight. Lighter-skinned
cultivars known as Lebanese zucchini include Columbia, Greyzini and Nebo. Yellow or golden
cultivars include Sunburst, Gold Coast and Goldsmith. These are just a few of the cultivars
available and growers should consult seed companies for latest cultivars as new ones are
released frequently.
35
4.2.2.2: One Acre Berry Farm
It is proposed the berry farm comprise of 0.50 acres of Strawberries and 0.50 acres of
Raspberries.
Raspberries : 0.50 Acres
Raspberries are deep rooted and sensitive to "wet feet" and therefore require at least 100 cm of
unrestricted rooting depth. Hardy raspberries and fall fruiting (primocane) raspberries are
available.
Raspberries contain significant amounts of polyphenol antioxidants such as anthocyanin
pigments linked to potential health protection against several human diseases. The aggregate
fruit structure contributes to its nutritional value, as it increases the proportion of dietary fiber,
placing it among plant foods with the highest fiber contents known, up to 20% fiber per total
weight. Raspberries are a rich source of vitamin C, with 30 mg per serving of 1 cup (about 50%
daily value), manganese (about 60% daily value) and dietary fiber (30% daily value). Contents of
B vitamins 1-3, folic acid, magnesium, copper and iron are considerable in raspberries.
Raspberries rank near the top of all fruits for antioxidant strength, particularly due to their
dense contents of ellagic acid (from ellagotannins), quercetin, gallic acid, anthocyanins,
cyanidins, pelargonidins, catechins, kaempferol and salicylic acid. Yellow raspberries and others
with pale-colored fruits are lower in anthocyanins.
Due to their rich contents of antioxidant vitamin C and the polyphenols mentioned above,
raspberries have an ORAC value (oxygen radical absorbance capacity) of about 4900 per 100
grams, including them among the top-ranked ORAC fruits. Cranberries and wild blueberries have
around 9000 ORAC units and apples average 2800.
Strawberries: 0.50 Acres
Strawberries are shallow rooted crops and require moderately well- to well-drained soils with at
least 50 cm of unrestricted rooting depth. Protected areas and areas with good snow
accumulations may help to protect against severe winter damage. There are other production
techniques that assist in winter protection and promote earliness. Varieties hardy for the Canim
Lake area are available.
In addition to being consumed fresh, strawberries can be frozen, made into preserves, as well as
dried and used in such things as cereal bars. Strawberries are a popular addition to dairy
products, as in strawberry flavored ice cream, milkshakes, smoothies and yogurts. Strawberry
pie is also popular.
Strawberry pigment extract can be used as a natural acid/base indicator due to the different
color of the conjugate acid and conjugate base of the pigment.
One cup (144 g) of strawberries contains approximately 45 calories (188 kJ) and is an excellent
source of vitamin C and flavenoids.
36
4.2.2.3: Greenhouse Production : 3600 Sq.ft (2 X30X60)
Currently there are two main greenhouses in the community. One large of 30X60 dimension and
another smaller on of 15X20. Both these units require repairs and upgrading. In addition to the
existing greenhouses, it is proposed to construct another one of 60X30 dimension. The two large
units will be utilized for production of high value salad vegetables. The smaller structure will be
utilized for seedling production to give an early start both for greenhouses as well as field crops.
The ideal location for a greenhouse has high winter light intensity, moderate winter
temperatures, low humidity, and easy access to markets. The easy availability of existing utilities
will help reduce establishment costs and will affect ongoing fuel costs. Avoid trees or buildings
that may shade the greenhouse, although windbreaks will help reduce heating costs if properly
located.
When considering greenhouse designs, three major factors should be considered: load
limitations, light penetration, and cost. The primary load considerations include snow and wind.
Roof slopes of at least 28° and heated air in the greenhouse should prevent snow accumulation
on the roof. Bracing along sides of the greenhouse and roof should be sufficient to withstand
wind, particularly in the spring. Bracing along the roof also should be sufficient to withstand
crop loads if tomato or cucumber vines are to be supported by twine attached to the bracing. A
concrete footing is preferred for a permanent greenhouse. A wide door at one end of the
greenhouse will ensure easy access for equipment.
Without sacrificing strength, support structures should be kept to a minimum to maximize light
penetration. Glazing materials should be highly transparent. Overhead electrical lines, irrigation
systems, and heating ducts should be kept to a minimum. Support structures should be painted
with a reflective, light-colored material for maximum light reflection.
Most greenhouse crops grow best in light whose wavelengths range from 400 to 700
nanometers. This range of wavelengths is called photosynthetically active radiation (PAR). Most
greenhouse coverings will accommodate these short waves of visible light. Polyethylene and
fiberglass tend to scatter light, while acrylic and polycarbonate tend to allow radiation to pass
through directly. Scattered or diffused light tends to benefit plants by reducing excess light on
upper leaves and increasing reflected light to lower leaves.
Plastic glazed greenhouses have several advantages over glass greenhouses, the main advantage
being cost. Plastic also is adapted to various greenhouse designs, generally resistant to
breakage, lightweight, and relatively easy to apply.
37
Following is the list of crops and productions for the crops that will be produced in the
greenhouses.
Tomato : 900 Sq.Ft
One or two tomato crops can be planted in the greenhouse during the year. Planting,
transplanting, and harvest dates will vary depending on location. As most tomato varieties will
begin to ripen 100 days after planting, seed should be planted so the fruit begin to ripen soon
after first frost for fall crops. Plants are best started in individual containers (plastic pots, peat
pots, or cubes) to reduce labor costs and reduce transplanting shock. Use of commercial sterile
potting mixes will decrease the incidence of seedling disease problems. Custom soil mixes can
be used, but must be pasteurized to eliminate insects, diseases, and weed seed. Heating the
moist soil mixture to a temperature of 160°F for 30 minutes will kill most pests. Transplants
should be established in the ground beds approximately four to six weeks after seeding. Set
transplants in the soil 1 inch deeper than previously grown. Space plants 15-18 inches apart in
rows 3-3.5 feet wide.
Plants should be trained as single (main) stems by removing all side shoots or suckers that
develop between leaf petioles and the stems. Remove shoots by snapping them off, not cutting,
as diseases can be transmitted on the knife blade. Vines can be supported by plastic or binder
twine loosely anchored around the base of the plants (non-slip loop) and to overhead support
wires (11- to 12-gauge) running the length of the row. Overhead wires should be at least 7 feet
above the surface of the bed and be firmly anchored to support structures. About 40-45 days
before terminating harvest, plants can be "topped" by pinching out the terminal growing tip.
Keep two leaves above the top flower cluster. Topping vines will force remaining food reserves
into maturing fruit already present on the vines. Continue to remove any suckers that develop.
remove any deformed, immature fruit which will ultimately become culls. Removing excess fruit
also will result in larger tomatoes at harvest that can be sold at a premium price.
Cucumber : 900 Sq.Ft
Cucumbers generally grow more rapidly than tomatoes and produce earlier. They also require
higher temperatures, which means they are generally grown as a spring or early summer crop.
Daytime temperatures should be 80-85°F (nighttime 65-75°F). Soil temperatures should be at
least 65°F. Lower temperatures will delay plant growth and fruit development.
Cucumbers are heavy feeders requiring 300-400 lb/a of P205. Similar quantities of potassium
are required. Weekly feedings with a balanced fertilizer (20-20-20) will be required for
maximum production. Never stress seedlings for water or nitrogen.
38
Plants are best started in individual containers. As seed are often very expensive, sow one seed
per container (1/4 to 1/2 inch deep) in a sterile potting mix with the spiked end of the seed up
(root will emerge facing down). Water, cover pots with clear polyethylene, and place in the
shade. Plants will emerge in two to three days at 80-85°F. Remove plastic coverings when plants
emerge and place them in full sun.
After plants have formed at least two true leaves, transplant them to their permanent location
in the growing bed. Cucumbers will require 6-8 square feet of space per plant. Plants are
generally spaced 2 feet apart in rows 3 to 4 feet apart.
Cucumber vines can be trained on plastic twine supported from horizontal support wires
running the length of the rows (7-8 feet above top of bed). The base of the string can be
anchored loosely to the base of the stem with a non-slip noose.
As the stem develops, it can be fastened to the string with plastic clips. Allow one stem to
develop, removing all laterals and tendrils as they develop. Fruit buds should be removed from
the first five leaf nodes. Thereafter, fruit can be allowed to develop, but continue to remove all
laterals and tendrils.
With good management, each plant may produce as much as 20-30 pounds of fruit over a fourmonth period. European varieties are generally harvested when fruit are 12-16 inches long and
3/4-1 pound in size. Fruit are often shrink-wrapped to prevent softening from moisture loss.
Peppers : 900 Sq.ft
Peppers require a long growing period to reach transplant size. This may be from 30 to 85 days
depending on the time of year and greenhouse conditions. Because of this, a fertility program
should begin shortly after the plants have emerged and continue throughout the production
cycle. Optimal temperature for pepper seed germination is between 80° and 85°F. After
germination, the greenhouse temperature should be lowered to about 75°F. A relative humidity
of 75 percent is ideal for pepper growth. Higher humidity will encourage disease development.
After transplanting, greenhouse temperatures should be maintained above 60°F and below
100°F, with ideal growth between 70° and 85°F. Plants should be pruned to the two strongest
stems, and these should be supported by tying to a wire suspended 8 feet above the plants.
All lateral stems are removed for the first five to seven nodes above the ground. Above this,
plants are allowed to branch from the two main stems. One to two fruit will set per node. Plants
are often vibrated or trellis wires tapped to ensure proper pollination and fruit set.
Lettuce : 450 Sq.Ft
Lettuce is generally grown when light intensities are low and temperatures are cool. Plants
prefer a daylight temperature of 60-65°F and a nighttime temperature of 50-55°F. High
39
greenhouse temperatures will often result in spindly growth and seedstalk development in
some varieties. A crop of lettuce can be scheduled between fall and spring tomato crops.
Lettuce usually takes about one month from seeding to transplanting. Days to harvest from
seeding may vary from 12-15 weeks in mid-winter and from 8-10 weeks in early spring. Under
poor light intensities a 9 x 9-inch spacing may be used, while a 6 x 6-inch spacing can be used in
the spring as light conditions improve.
Lettuce is a poor feeder, but requires a high level of nutrition. Apply a balanced fertilizer before
planting with weekly nitrogen feedings as needed.
Leaf and Bibb lettuce varieties are the most common types grown in the greenhouse. Popular
leaf lettuce varieties include 'Waldmann's Dark Green', 'Grand Rapids', and 'Ruby'. Bibb lettuce
varieties include 'Ostinata' and 'Salina'.
Herbs : 450 Sq.Ft
A variety of herbs can be grown in greenhouse. Greenhouse herb provide a very high return but
same time require high maintenance. Detailed information on greenhouse herb production is
available at:
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.200.9127&rep=rep1&type=pdf
4.2.2.4: 75 Acres Non-irrigated Hay
Hay is currently produced in the community. However the hay fields are not in optimum condition
and needs re-seeding and proper establishment of the crop. Most agricultural land that is hayed is
done so through Share Cropping agreements with, on or off Reserve operators. The plan proposes
re-seeding of 75 acres of hay lands and hay will be produced without irrigation.
40
4.2.3: MARKETING PLAN
Situation Analysis
Canim Lake Band has previous experience in selling their produce from the community garden at the
Farmers Market in 100 Mile House. However as a supplier to a competitive market, it is very much new
to the regional environment. Its critical issues are to continue to take a modest fiscal approach; expand
at a reasonable rate, not for the sake of expansion in itself, but because it is economically wise to; and
continue to build brand awareness to lower future marketing costs. The following SWOT analysis of
marketing venture places Canim Lake Band in a good position for initial establishment and future
growth.
Strengths:
 Community members supportive and will be the first level of consumers
 Fresh chemical free produce.
 Sustainable and environmentally friendly production
 Local Produce
 Wide range of products to meet consumer taste and demand
 Ability to expand production if demand increases
Weaknesses




Being new to commercial production CLB lacks brand equity.
Lack of marketing training
A limited marketing budget to develop brand awareness.
Distance to markets with high urban population.
Opportunities






CLB has excellent relationships with neighbouring communities and is in good standing
Consumers in the region are health conscious and prefer quality produce even at premium
prices
In general consumers in region have a higher purchasing power and ability to pay higher prices
for quality products
Consumer preference for local, chemical free nutritious and fresh products
The ability to develop long-term commercial contracts which should lower costs associated with
production.
Marketing information and support from Dist. Of 100 Mile House : Agriculture Enterprise
Centre.
Threats


Well established grocery chains in nearby urban centres rely on large scale suppliers
Competition from other market gardeners in the region
41


Dry periods tend to increase crop pests and diseases
Possibility of wildlife crop damages
Marketing Objectives
The following marketing objectives were discussed and agreed upon at the consultation meetings.
1. Generate brand equity
2. Maintain positive, steady growth each month.
3. Experience an increase in new customers who are turned into long-term customers.
Target Markets
Consumers
Community Store
Farmers Market
20%
Roadside Stand
Grocery Stores
Restaurants
15%
15%
30%
20%
Based on discussions at the community consultation meetings and meetings with regional organizations
and consumers in the region, it appears Canim Lake Band can successfully pursue five different market
outlets.
1. Community Store: At the community consultation several members proposed that a community
food store be established where local produce can be sold in a central location. Current
population in the community is 255 and are health conscious and support local initiatives. In
addition to the community members there can be outsiders coming into community to purchase
produce. The Canim Lake – Hendrix road passes through the community. Band also proposes to
embark on an agri-tourism project. Tourist will be able to access fresh produce from the
42
2.
3.
4.
5.
community store or directly on the farm. It is estimated 15% of the sales can be through the
community store
Farmers Market: Both 100 Mile House as well as Williams Lake have a thriving farmers market
operations. Canim Lake Band has established well in these markets. Support of local, fresh and
chemical free produce is very high in these farmers market. By setting up an attractive booth
and distribution of flyers promoting its brand, CLB can capture and retain a significant portion of
these markets. It is estimated, these farmers markets will take up 15% of the sales.
Roadside Stand: During summertime and the peak growing season, a roadside stall will be an
efficient market outlet. The roadside stand can be established at the junction of Forest Grove or
at the Highway 97 junction. Based on the traffic at these junctions it is estimated the sales can
be can be around 20%.
Grocery Stores(Wholesale/Retail(: There are several grocery stores in the region that are willing
to support local producers, provided supplies and quality of produce is consistent. Discussion
with the grocery store operators in Forest grove and 100 Mile House had been positive. They are
willing to support Canim Lake Band initiative. Small stores in Williams Lake are also willing to
support local producers. Cariboo Growers Co-op provides marketing service to small scale
producers in the region Given the size of population in the regional urban centres, about 30% of
produce can be marketed through these outlets.
Restaurants: Restaurants in 100 Mile House are keen in supporting local producers. By
developing relationships and supplying quality produce can establish CLB as a reliable supplier of
quality produce. Restaurant share of market is estimated at 20%.
Strategies
The overriding objective is to position Canim Lake Band as THE finest producer of fresh fruits and
vegetables in the 100 Mile House and Williams Lake, commanding a majority of the market share within
five years. The marketing strategy will seek to first create customer awareness regarding services
offered, develop the customer base, and work toward building customer loyalty.
Canim Lake Band seeks to communicate the message that they are the finest grower of high-end
vegetables. This message will have to be communicated through a variety of methods. The following
methods are proposed for CLB to become established supplier of fresh produce in the region:
1. Develop an attractive Logo and brand name that warrants consumer loyalty. Involving the
community and consumers in design of logo develops interest of participants. Perhaps it can be
a logo contest advertised in local media.
2. Advertise in local media/newspaper. Utilize the logo and brand name in all promotional
materials
3. Print and distribute attractive brochures at the Farmers Market , Roadside stand and other
public gathering places
4. Use social media: Develop a facebook page and promote it through networks.
5. Networking: Arrange for presentations at the Chamber of Commerce meetings in 100 Mile
House and Williams Lake to connect with food related business owners.
6. Market Place: A web based regional local foods marketing service can be a useful.
7. Develop attractive packaging materials with the logo for brand recognition by consumers.
8. Above all, maintain a high quality and variety of produce. A satisfied customer is the best
messenger to promote the products.
43
4.2.4: FINANCIAL PLAN
In relation to the production plan outlined above , the following Financial Plan is formulated for the four
revenue streams:
1.
2.
3.
4.
A five acre open field mixed vegetable farm
Greenhouse Production in two greenhouses of 30X60 ( 3600 Sq.Ft)
One acre open field berry production
Dry land Hay production on 75 Acres
ASSUMPTIONS
The following assumptions are made in formulating the financial outlook of the proposed commercial
farm:
1. Budgets and forecasted revenue streams are just a guide. Since the commercial production does
not commence until year 2016, the actual costs and prices cannot be estimated at this stage.
Details of the budgets presented in this document needs adjustment prior to starting of the
commercial phase of production.
2. Prices used in the budget are based on average prices from the BCMOA horticultural statistics,
wholesale price, and farmgate/retail price for BC . Prices are in Canadian dollars per pound.
3. Wage rate for production and harvesting labour is calculated at the rate of $12.00/Hr. Labour
costs are included in the direct production costs. Wages are based on local labour market rates.
4. Usual expenses such as interest on loans and taxes on revenue streams are not included in the
budgets. It is assumed CLB will be seeking external funding through Economic Development
funding agencies and not through regular bank financing. Since the operations are on reserve, it
is assumed the operation will be tax exempted.
5. Operating expenses such as staff salaries and farm overheads are across the farm and not
included in individual enterprise budgets. Overhead costs include cost of marketing and
promotions, general farm up-keep and utilities.
CAPITAL INVESTMENTS
Capital investments or start-up cost have been calculated based on requirements for operation of the
proposed commercial farm. Some of the existing farm structures and machinery can be up-graded and
some new equipment will have to be purchased. Total capital expense for starting commercial
operations is estimate to be $ 118,000. Below are the details:
Required Capital Investment
Farm Buildings ‐ Upgrade/Expansion : Roadside Stall
Equipment/machinery
Perimeter fence around 6 acre farm
Irrigation expansion : Pump and pipes
Vehicles : Pickup truck used
Tools & Miscl
Greenhouse : Upgrade old and construct new 60X30
Total
$ 18,000.00
$ 22,000.00
$ 12,000.00
$ 8,000.00
$ 18,000.00
$ 3,000.00
$ 25,000.00
44
Cold storage : Upgrade/Expansion
Other
TOTAL
$ 10,000.00
$ 2,000.00
$ 118,000.00
ENTERPRISE BUDGETS
Following are the enterprise budgets for the four production activities
5 Acre Mixed Vegetable Farm
CROP
Beans
Broccoli
Cabbage
Carrots
Cauliflower
Garlic
Onions
Potatoes
Tomatoes
Zucchini
TOTAL
Acres
0.25
0.25
0.25
0.50
0.25
0.25
0.50
2.00
0.50
0.25
5.00
Average
Direct
Cost/Acre
8017
5579
6503
14613
5034
12238
6727
6801
9920
4003
Estimated
Direct Cost $
2004
1394
1625
3653
1258
3059
3363
13602
4960
1000
$35,918
Average
yield/Acre
(Lbs)
6700
7800
31900
23700
8050
3430
32700
19650
22900
9900
Estimated
Yield
(Lbs)
1675
1950
7975
11850
2012
858
16350
39300
11450
2475
Projected
Price/lb
Average
yield/Sq.Ft
(Lbs)
4.5
9.5
7.3
2.75
2.25
Estimated
Yield
(Lbs)
4050
8550
6570
1237
1012
Projected
Price/lb
Average
yield/Acre
(Lbs)
10400
11200
Estimated
Yield
(Lbs)
5200
5600
Projected
Price/lb
1.28
1.17
0.69
0.85
1.04
3.32
0.98
0.69
1.13
0.72
Revenue
$
2114
2281
5502
10072
2092
2846
16023
27117
12938
1782
$82,797
Greenhouse Production : 2 X 1800 sq. Ft 3600 Sq.Ft.
CROP
Peppers
Cucumbers
Tomatoes
Herbs
Lettuce
TOTAL
Sq.Ft
900
900
900
450
450
3600
Average
Direct
Cost/Sq.Ft
6.27
5.75
7.15
4.80
3.70
Estimated
Direct Cost $
5643
5175
6417
2160
1665
21060
2.35
0.75
1.13
7.50
3.75
Revenue
$
8235
6435
7443
9281
3795
35189
Berries : 1 Acre open field production
CROP
Acres
Strawberries
Raspberries
0.50
0.50
TOTAL
1.00
Average
Direct
Cost/Acre
12027
15770
Estimated
Direct Cost $
6,013
7885
2.95
2.85
$13,898
Revenue
$
15340
15960
$31,300
Hay
CROP
Dry Land Hay
Acres
75
Average
Direct
Cost/Acre
158.00
Estimated
Direct Cost $
11,850
Average
yield/Acre
(Tons)
2
Estimated
Yield
(tons)
150
Projected
Price/ton
100
Revenue
$
15,000
45
Revenue Forecast
Year 1
Year 2
Year 3
Revenue
5 Acre Mixed Vegetables
$82,796
$82,796
$82,796
Seasonal Fruits / Berries
$15,924
$15,924
$15,924
Greenhouse Production
$82,795
$82,795
$82,795
Hay Production
$15,000
$15,000
$15,000
$196,515
$196,515
$196,515
5 Acre Mixed Vegetables
$35,917
$35,917
$35,917
Seasonal Fruits / Berries
$7,105
$7,105
$7,105
Greenhouse Production
$21,056
$21,056
$21,056
Hay Production
$14,810
$14,810
$14,810
Total Revenue
Direct Cost
Total Direct Cost
$78,888
$78,888
$78,888
Gross Margin
$117,627
$117,627
$117,627
60%
60%
60%
Year 1
Year 2
Year 3
Farm Manager
$32,000
$48,000
$48,000
Farm Supervisor
$16,000
$0
$0
Total
$48,000
$48,000
$48,000
Year 1
Year 2
Year 3
Gross Margin %
Staff Salaries
Budget Table
Operating Expenses
Salary
$48,000
$48,000
$48,000
Farm Overheads
$16,000
$16,000
$16,000
Start-up Cost
$118,000
$0
$0
Total Operating Expenses
$182,000
$64,000
$64,000
46
Profit and Loss Statement
Profit and Loss Statement
Year 1
Year 2
Year 3
Revenue
$196,515
$196,515
$196,515
Direct Cost
$78,888
$78,888
$78,888
Gross Margin
$117,627
$117,627
$117,627
60%
60%
60%
$48,000
$48,000
$48,000
$0
$0
$0
Farm Overheads
$16,000
$16,000
$16,000
Start-up Cost
$118,000
$0
$0
Gross Margin %
Operating Expenses
Salary
Employee Related Expenses
Total Operating Expenses
$182,000
$64,000
$64,000
Operating Income
($64,373)
$53,627
$53,627
$0
$0
$0
Total Expenses
$260,888
$142,888
$142,888
Net Profit
($64,373)
$53,627
$53,627
(33%)
27%
27%
Income Taxes
Net Profit / Sales
47
Revenue by Month
Expenses by Month
48
Revenue Forecast
Revenue Forecast Table (With Monthly Detail)
Year 1
Y1 M1
Y1 M2
Y1 M3
Y1 M4
Y1 M5
Y1 M6
Y1 M7
Y1 M8
Y1 M9
Y1 M10
Y1 M11
Y1 M12
Revenue
5 Acre Mixed
Vegetables
$0
$0
$0
$0
$0
$20,699
$20,699
$20,699
$20,699
$0
$0
$0
Seasonal Fruits /
Berries
$0
$0
$0
$0
$0
$0
$5,308
$5,308
$5,308
$0
$0
$0
Greenhouse
Production
$0
$0
$0
$0
$0
$0
$16,559
$16,559
$16,559
$16,559
$16,559
$0
Hay Production
$0
$0
$0
$0
$0
$0
$0
$5,000
$5,000
$5,000
$0
$0
$21,559
Total Revenue
$0
$0
$0
$0
$0
$20,699
$42,566
$47,566
$47,566
$16,559
$0
Direct Cost
5 Acre Mixed
Vegetables
$0
$0
$5,131
$5,131
$5,131
$5,131
$5,131
$5,131
$5,131
$0
$0
$0
Seasonal Fruits /
Berries
$0
$0
$0
$0
$1,421
$1,421
$1,421
$1,421
$1,421
$0
$0
$0
Greenhouse
Production
$0
$0
$2,632
$2,632
$2,632
$2,632
$2,632
$2,632
$2,632
$2,632
$0
$0
Hay Production
$0
$0
$0
$2,962
$2,962
$2,962
$2,962
$2,962
$0
$0
$0
$0
Total Direct Cost
$0
$0
$7,763
$10,725
$12,146
$12,146
$12,146
$12,146
$9,184
$2,632
$0
$0
Gross Margin
$0
$0
($7,763)
($10,725)
($12,146)
$8,553
$30,420
$35,420
$38,382
$18,927
$16,559
$0
Gross Margin %
0%
0%
0%
0%
0%
41%
71%
74%
81%
88%
100%
0%
49
5:00 : Acknowledgements
Author wishes to acknowledge the support and input of the following individuals and organizations
Roy Christopher : Economic Development Officer , Canim Lake Band
Erica Nitchie : First Nations Business Agrologist, BC Ministry of Agriculture
Jesse Archie : Employment Coordinator, Canim Lake Band
Pam Theodore : Land Coordinator , Canim Lake Band
Miriam Esquitin : BC Investment Agriculture Foundation
District of 100 Mile House – Agriculture Enterprise Development Centre
Forest Grove Grocery
Save on Foods , 100 Mile House
Happy Landing Restaurant 100 Mile Hose
Red Rock Grill, 100 Mile House
Smittys , 100 Mile House
50
6:00 : References
BC Ministry of Agriculture : First Nations Needs Assessment : January 2011
Canim Lake Band : Agricultural Feasibility Study : Callissi Farms : September 2009
BC Ministry of Agriculture : Planning for Profit fact sheets
BC Ministry of Agriculture : Agriculture Statistics and Agriculture Census
Cariboo Regional District : Area Official Community Plan
BpPlans : Online Business planning software
51