Albert Keck is Elected New Western Growers Chairman of the Board

November 8th, 2021

IRVINE, Calif. (November 8, 2021) – Albert P. Keck II, President of Hadley Date Gardens, Inc., will serve as the Western Growers Chairman of the Board of Directors for a one-year term.

Keck, a third-generation Californian and farmer, is a lifelong native of the Coachella Valley. He is Chairman of the California Date Administrative Committee and the California Date Commission. He was elected to the Western Growers board in 2015, and previously served as Senior Vice Chairman.

“Our industry is grappling with issues and challenges more daunting than ever, and it seems the perfect time for a happy warrior to step into the role of Chairman of the Western Growers Board of Directors,” said Western Growers President and CEO Dave Puglia. “Albert Keck is indeed a happy warrior, always looking to get after the toughest industry issues with a limitless supply of creative energy and imagination. I look forward to working with him to press forward against, or around, the obstacles confronting our members.”  

Outgoing Western Growers Chairman Ryan Talley passed the gavel to Keck during the Western Growers 2021 Annual Meeting in San Diego. “I have been fortunate beyond words to serve my first two years in this position alongside Ryan Talley, who led us as Chairman through a historic pandemic with calm confidence and wise counsel,” Puglia said. “As the only person to serve two years as WG’s Chairman, Ryan has given far more time and effort for the greater good than could be anticipated. We are enormously grateful to him and to his family.”

Keck sat down for a Q&A to explain what he sees as the biggest issues he will face under his Chairmanship.

Where does the agriculture industry stand amid this difficult pandemic transition period?

We’ve been in this surreal spin cycle for going on two years. It’s nice to think we’re coming out of this malaise that we’re in. That’s our hope, but we’ve had these false starts plenty this past year, right? I refuse to accept this new normal as the new reality – no, it’s not. It’s still surreal and dystopic. It’s not our new normal. It’s messed up, and we are desperately needing to get out of it. That being said, the challenges we face are no less than what they’ve always been.

And what do you see as the top challenges?

Labor and water are neverending. They’ve always been there. It’s bad because it seems like they are becoming white noise. It’s like, what’s new in the last 20 years? Labor and water are always going to be some of the most important issues that we’re grappling with. But coming out of this COVID time in our country, what we’re really starting to see is real threats to our supply and distribution channels. We’re starting to realize how vulnerable we all are in our industry and our individual businesses.

How can we translate this problem to a wider audience?

I think we have a good story to tell, and I think people are becoming much more aware of the essentials in their lives. I think we’re supplying them with an essential need in food, and I think there is a huge opportunity there that is going to elevate our message that we matter. We are a key part of everyone’s lives, and there are a lot of vulnerabilities in the supply chain that can affect everyone here in our country. There’s going to be some interesting things that come from that, and that may be a shifting of our awareness as a society and as a culture. I think Western Growers is in a good position to capitalize on that.

Besides Keck, the other newly-installed members of the 2022 Western Growers Executive Committee are: Western Growers CEO and President Dave Puglia; Senior Vice Chairman Stuart Woolf, President and CEO of Woolf Farming & Processing; Vice Chairman Rob Yraceburu, President of Wonderful Orchards; Treasurer Neill Callis, General Manager of Turlock Fruit Company; Executive Secretary Don Cameron, Vice President of Terranova Ranch; Talley, in his role as Past Chairman, and Ron Ratto, President of Ratto Bros. in his role as Past Past Chairman.

WGCIT SPONSOR: Prime Time Interested in Varietal Research

November 11th, 2021

By Tim Linden

Mike Way, managing partner of Coachella, Calif.-based Prime Time International Inc., is very appreciative of the interactions he has had with the Western Growers Center for Innovation & Technology.

“This is our fifth year as a sponsor,” he said. “First of all, we got involved because we see the need for innovation to solve some of agriculture’s critical issues. And on the top of that list is we have less people doing the work. We have to figure out how to do more with less.”

Way said that means some type of mechanical harvesting in the field and the use of more automation in packing sheds. Looking at the entire industry and not focusing on a specific crop, the Prime Time executive said lack of labor is an ongoing problem and he sees no quick fix. There just aren’t enough workers.

The problem is even more acute when Way concentrates on Prime Time’s signature item—colored peppers. Pepper fields need to be picked five to six times during the season, which makes them a particularly vexing problem for any type of machine harvesting. “To work with peppers, we have to start with the genetics,” he said. “Pepper plants have to be developed that can be harvested only once or twice during the season.”

Way said the folks at WGCIT have not just taken Prime Time’s money and walked away but rather they have engaged with the company to try to help them find solutions to their own problems. “Walt (Duflock) and his team have set us up with a company (seed breeder) that is going to do a one-acre trial on some new pepper varieties. I really appreciate that.”

He added that currently there is no mechanical harvester that would work on even a totally uniform pepper field, but that’s got to be the long-range goal. More than any other issue, including water, Way said lack of labor can devastate California production agriculture.

But that doesn’t mean Prime Time is ignoring other tech issues. “We have upgraded our facilities so we can run faster and more efficiently. We have mechanized where we can and we think there are some more opportunities there.”

He did remind that while utilizing new innovations with high-tech solutions, profitability is still determined by a time-honored metric. “It’s always all about yield. That has to be our main focus.”

Way remains optimistic that solutions can be found for the labor issue and that California can continue to be competitive in the fresh produce business. “We have adapted pretty well over the years,” he said. “We are in Mexico (with production) and we have also added other crops, including asparagus programs in Mexico and Peru. But everything is on the table for Prime Time. It has to be!”

 

(Editor’s Note: Mike Way, who was interviewed for this story, and Mark Nickerson, who is on the cover of this issue, are two of the four owners of Prime Time International. Jeff Taylor and Carl Sam Maggio are the other two members of the owner group.)

 

AgMonitor: Data is Great, but Answers Are What Really Matter

November 11th, 2021

By Ann Donahue

Numbers on a spreadsheet are just that—numbers. Devoid of its bigger context, collecting data can seem like a mind-numbing process without end, aggregating points of information that never develop into a plan of action. This is where artificial intelligence can help integrate domain expertise to mine the data for you—and get you the answer that you are looking for or at least a simple report to make a decision.

San Mateo, Calif. and Fresno-based AgMonitor exists to aid farmers in seeing that big picture to help manage their farms, and to help provide the answer as to what data truly matters to their operations. This, in turn, can have real-world results in crop efficiency improvement and the bottom line.

AgMonitor—formerly known as PowWow Energy—offers three different products to farmers. PumpMonitor allows farmers to manage water usage across pumps and field; RanchMonitor tracks energy costs across solar generators, buildings and pumps; and CropMonitor targets crop revenue, by tracking both yield increase and quality.

Since its founding in 2013, AgMonitor’s results have been impressive, according to Founder and CEO Olivier Jerphagnon. Users of PumpMonitor reduce the implementation cost of water monitoring by 50-80 percent. One example is Terranova Ranch led by Don Cameron. He was able to leverage SmartMeter and the existing pump test program run by Fresno State to get water records for SGMA. Terranova only had to put new telemetry systems where needed, such as the lift pumps used for the groundwater recharge program. He can also track the groundwater table depth on the same platform.

Cameron also tried RanchMonitor to optimize his two 1-megawatt solar projects. Over the last 5 years, it helped increase the ROI on his solar investments by 42 percent. The result was part of a recent study on 10 farms that used AgMonitor. It was shared during a recent workshop with PG&E, which promotes the platform for its food processing and agriculture segment.

Terranova Ranch connected with other farms via AgMonitor. After talking to Bowles Farming, who also use the AgMonitor platform, they decided to do the cleaning of the solar panels themselves. Cameron’s staff receives a text alert from AgMonitor when the dust on the panels causes a loss in energy generation that is higher than the cost of cleaning.

Cameron and his controller also sat down with AgMonitor and his PG&E representative to optimize the change from legacy rates to new utility rates. Peak hours have recently switched from 12 p.m. – 6 p.m. to 5 p.m. – 8 p.m. All the changes added up to large savings that improve the cash flow of the farming operation. On average RanchMonitor enables farms to save $3 for every $1 spent.

AgMonitor is a member of the Western Growers Center for Innovation & Technology in Salinas, Calif., and has several in-the-field connections with the Western Growers community: American Farms, P-R Farms, and Woolf Farming, among others, used the company’s technology. The platform currently operates on more than 150,000 acres and on many different crops studied in collaboration with UC Davis and UC Santa Barbara.

CropMonitor is a more recent product deployed over 25,000 acres. It was developed with 12 farms under a 5-year project funded by the California Energy Commission to provide a scalable irrigation scheduling and reporting platform that works as well for an agronomist in front of a tablet or a ranch manager in the field. The director of farming can track how accurately the water is applied by management areas against a water budget and can also track how precisely the team implemented the plan. On average, the 12 farms have increased their profits by $200 to $400 per acre.

One example is a ranch managed by Teixeira & Sons for RPAC, a well-known almond processor on the west side of the valley. They were able to reduce the variety in plant vigor and crop yield from 25 percent down to 10 percent from 2018 to 2020. This year, they were able to cut back on water during the drought while maintaining a good yield. Actually, they realized that they did not apply all the water that they had planned thanks to CropMonitor. They used the water available after harvest to prepare the next crop.

“On average we found that farms execute 70 percent of their irrigation plan. We have seen numbers as high as 90 percent and numbers as low as 50 percent. Sometimes they irrigate less and sometimes they irrigate more depending on field activities,” explained Jerphagnon in a follow-up email. Teixeira & Sons is on the higher end of the spectrum with 90 percent. Even they found a use for AgMonitor. Working with their automated irrigation systems, they were able to bring precision agriculture beyond 90 percent to optimize every drop of water.

Mike Chrisman, a fourth-generation farmer and the former California Natural Resources Secretary, advised AgMonitor to be patient. They had a good vision, he said, but it was going to take time for the farming community to integrate data and new technologies such as Artificial Intelligence to adapt to the new regulations. AgMonitor listened and he joined the Board of Directors in 2016.

AgMonitor has raised $9 million in funding, Jerphagnon said; of that, $6 million has come from grants and $3 million from farming partners and family who care about water. To date, the company has taken no venture capital money. That fact speaks to the broader mission of the organization; they understand that bestowing technical knowledge without tried-and-true agricultural connections is pointless. “We have a dual culture—we’re as much from Central Valley as from Silicon Valley,” Jerphagnon said.

Being embedded with the agriculture community allows AgMonitor’s technology to be ground in real-world, on-the-farm applications. “Today, [technology] puts the burden on farmers to stop farming, go on a computer, and look at data. That’s not what they want,” Jerphagnon said, noting that the company tracks inputs via machine learning and publicly-available, large-scale data to set a baseline. They are currently working with the OpenET consortium led by scientists at CSU Monterey near Salinas, Calif.

Once an opportunity to increase profits has been identified, AgMonitor can integrate other private sensors that farms purchase but this time with a clear return on investment in mind. It is about the answer to the grower, not just the data. “So we do all the data messaging. We try to automate some of their insights and rules by looking at data on a much higher frequency, like every day or every hour. You can start to send alerts and notifications so it’s easy for them to consume all the data,” he said.

Jerphagnon added that making the technology dashboard intuitive to use became even more important during COVID. “Everyone needs to work on the same digital copy of the farm to make decisions and collaborate, as opposed to having things in a binder, looking at a map, and then looking at imagery with an iPad somewhere else,” he said. “If that happens, ownership doesn’t see it, or the accounting person is only looking at the data. You have to bring those people together.”

AgMonitor will be part of a panel on the “digital transformation of agriculture” with Terranova Ranch and Vann Brothers on November 18. It will be moderated by Western Growers.

TECH FOREWORD: 6 Major Learnings from Global Harvest Automation Initiative

November 11th, 2021

By Walt Duflock, Vice President of Innovation

The Western Growers Innovation team is making good progress on the Global Harvest Automation Initiative as we continue to target sustainable food security by getting all the crop acres that are planted harvested.

Our target is to automate 50 percent of fresh specialty crop harvest in 10 years. For the innovators, we are developing a Common Modular Architecture as part of the Technology Stack and working with an innovator cohort of both startups and original equipment manufacturers/custom manufacturers to help startups get through development and field trials faster. For growers, our partners at Roland Berger are busy working on the first edition of the Harvest Report, which will provide a summary of the actual impact harvest automation is having and which startups are gaining traction in the market. The Harvest Report is on track to release in Q4 and will become an annual deliverable.

There are some major learnings from the harvest initiative thus far:

1.  Startups need to get the robot right. Without a robot that can do the actual work of harvest, nothing else matters. Building an 80-10-10 platform that allows startups to re-use common components for 80 percent of development, customize those components for 10 percent of development and build new innovations for 10 percent of development will help get the robot right faster.

2.  Startups need a business model with a capital strategy to support their planned pricing model and go-to market approach, as well as a machine that will provide growers with compelling economics so they will move from field trials to customers. For many startups, this issue is more important than the actual robot and both are required to scale.

3.  Harvest automation works best when it is coordinated with genetics like Bayer’s High Rise broccoli, which makes the harvest process faster and safer, and farm practices, such as the move in apples from 3D to 2D trellis growing systems which improves visibility and harvest efficiency. Genetics and farming practices can both make harvesting easier for people and robots.

4.  Startups like Burro (aka Augean Robotics) are proving that harvest aids may be as or even more valuable than actual harvest robots because Burros are here now with a plan that is working for many table grape operators and will likely work for additional crop types in the future.

5.  Venture capital (VC) is not going to get agtech where we need it for harvest automation. With long development cycles, large capital requirements and a most likely outcome of one startup/crop type, the space is not VC-friendly. WG is launching a private-public National Research Initiative with ag-friendly banks, strategic corporate venture investors, states (including California and Washington) and the federal government.

6.  Creating an online presence where the harvest community can collaborate will be a big help to accelerate harvest automation. WG is launching the HarvestWiki to help crowd source all the key grower details by crop type that startups need to know, including how large the market opportunity for the crop is; things startups need to know about growing systems and farming operations to build a successful harvester; and edge cases the startups need to know (like how to handle doubles for apple harvest). The HarvestWiki will launch in Q4 and the community will help build the content for startups, just like well-known wikis like Wikipedia.

I want to close with one request. The Roland Berger team is going to put a survey in the field to WG members. This survey is critically important to help us get data to support the first Harvest Report. It will help provide key data to support the analysis the Roland Berger team is doing to complete the report. When you see the survey request, which will be emailed to you in early November, please complete it or forward it to whoever on your team can help complete the survey with the right data. On behalf of the Roland Berger team and WG Innovation, we really appreciate the help with the survey.

TRADE PRACTICES: Supply Chain Chaos Causing Quite the Freight

November 11th, 2021

By Matthew Allen, Vice President, State Government Affairs
By Tracey Chow, Federal Government Affairs Specialist

The Story

Problems at the Ports of Los Angeles, Long Beach and Oakland are stacking up, and the transportation and logistics bottleneck continues to get worse.

Context please.

The Southern California ports account for 40 percent of all shipping containers entering the United States. As of late October 2021, it was reported that a record-breaking 100 ships were waiting to dock and unload. In pre-pandemic times, the average number of vessels idling would be less than 20.

What’s happening?

Since late 2020, U.S. agricultural exporters have faced extreme challenges getting products out to overseas markets, including record-breaking congestion and delays at ports, inaccurate or late notice of arrival/departure and cargo loading times, excessive financial penalties and other fees, and skyrocketing freight rate costs.

Tell me more.

The abrupt global economic slowdown caused by the COVID-19 pandemic and subsequent ramp up created a perfect storm of conditions in the supply chain:

  • Factories and ports around the world shut down causing supply shortages
  • COVID-impacted labor constraints at the terminals slowed ship loading and unloading
  • E-commerce sales soared and consumer demand on both sides of the Pacific Ocean tied up significant container space
  • China’s economic weight and demand made bringing in imports far more lucrative for shipping lines than moving out exports

To top this off, the ongoing shortage of truck drivers to move cargo has worsened, with a shortage of 80,000 drivers, according to the American Trucking Association.

What are people saying?

President Joe Biden launched a Supply Chain Disruptions Task Force this summer to address short-term supply chain discontinuities. Four months later, the Biden Administration convened leaders from business, ports and unions in California to discuss these challenges and identify actions each partner could take to improve the situation.

The result? The White House announced that the ports of Los Angeles and Long Beach would both be expanding operations to 24 hours-7 days a week. With the addition of new nighttime and weekend shifts, the number of available hours to move cargo should double. In conjunction with the ports’ actions, large retailers and logistic companies have committed to utilizing the expanded hours to move more cargo off the docks and allowing for quicker ship docking and container availability.

Shortly after Biden’s move, California Governor Gavin Newsom signed an executive order directing state agencies to coordinate with the federal Supply Chain Disruptions Task Force to address state, national and global supply chain challenges. The executive order also directs state agencies to develop longer-term solutions that support port operations and goods movement for consideration in the January 10 Governor’s Budget Proposal.

How is Western Growers helping?

Federal Action:

  • WG has participated in several industry letters to, and meetings with, the Biden Administration to consider its existing powers and determine how it can assist with the transportation needs of U.S. ag exporters in overcoming the current challenges in shipping.
  • With its allies and the Agricultural Transportation Coalition, WG pressed the U.S. House Committee on Transportation and Infrastructure to formally examine this ongoing crisis. A hearing was held in June, marking the first time in many years the committee had looked closely at this issue, and with several Members of Congress calling for stronger action on behalf of U.S. ag exporters.
  • WG continues to press for action from the Administration to engage the marine transport supply chain—particularly the shipping lines and terminals—to find solutions and relief.

State Action:

  • At a recent state-level supply chain summit, WG attended as a representative for the ag exporters to provide the industry’s perspective on challenges and opportunities for short-term action and relief.
  • Prior to the release of Newsom’s executive order in October, WG and other business organizations sent a letter to the governor urging him to coordinate with President Biden’s efforts to address the urgent crisis at the California ports.

Some of the key requests in the letter include:

1.  Declare a State of Emergency at the ports and the associated transportation links to enable quick action to resolve bottlenecks as they arise;

2.  Suspend AB 5 and allow independent truckers to operate in and through California until the supply chain has normalized;

3.  Provide flexibility on existing Air Resources and local port drayage truck regulations, and ensure upcoming deadlines on new regulations take into account delays in manufacturing and delivery of new trucks;

4.  Suspend local and regional mandates that interfere or limit goods movement, including local prohibitions on unloading goods at stores after hours; and

5.  Expedite the California Environmental Quality Act and permitting processes, including conditional use permits, for warehouses, rail line and other critical components of goods movement.

What’s next?

Unfortunately, this situation remains fluid with no clear end in sight. Based on current projections, we may not see a return to normal until mid-2022, all but guaranteeing tough months ahead for those commodities with peak shipping seasons between September and March. WG continues to track this issue closely, and we encourage you to reach out if your operation is experiencing any supply chain challenges.

WG ASSURANCE TRUST: Prioritizing Mental Health in the Post-Pandemic Workplace

November 11th, 2021

Life changed in many ways during the COVID-19 pandemic, and employers find themselves continuing to make adjustments for the post-pandemic workplace. As we move forward, many organizations are taking an opportunity to re-evaluate and reshape their health benefits and prioritize mental health for their employees. Investing in a mentally healthy workforce is good for business, and employers can make mental health a priority and make support accessible to everyone who needs it.

An estimated 57 percent of senior leaders in the U.S. are assigning a higher priority to care benefits to better support employees’ work-life balance, according to a report from the Harvard Business Review. One of the reasons is that mental health has a huge impact on medical and pharmacy costs, and employers want to address these rising costs by taking preventive measures.

The good news is that employers who offer mental health support for employees see a return of $4 for every dollar invested in mental health, according to research from the National Safety Council and the National Opinion Research Center. When employees are happy and healthy, it improves workplace productivity, decreases absenteeism, attracts and retains top talent, and improves employee morale.

The Cost of Depression

  • Depression cases among adults jumped from 7 percent to 30.2 percent over the length of the pandemic (Household Pulse Survey by the U.S. Census Bureau)
  • Depression causes an estimated 200 million lost workdays each year and costs employers $17 billion to $44 billion annually (Centers for Disease Control and Prevention)
  • Full-time employees in the U.S. with depression miss nearly twice as many work days each year (Gallup)
  • Essential workers were two times more likely than non-essential workers to have been diagnosed with a mental-health disorder since the beginning of the pandemic (American Psychological Association)

Next Steps for Employers

As we enter the post-pandemic phase, there has never been a better opportunity than now to introduce programs that support employees’ mental health. At Western Growers Assurance Trust (WGAT), we collaborate with Pinnacle Health Management (PHM) to offer an Uplift: Overcoming Depression program that provides additional mental health support for our members. Participants who are enrolled in the program can better understand depression, along with its signs, symptoms, treatment, and support options. They also receive supportive resources, including monthly coping tools, curriculum-guided phone calls, and collaborative goal-setting.

For employers interested in furthering their health and wellness offerings, they can obtain a Wellness Program add-on, which includes quarterly challenges, wellness toolkits, and other educational materials, such as newsletters on popular health topics and customized reports at the end of each wellness challenge.

Wellness challenges have included the “Rest and Revive Challenge,” a mental health challenge that promotes positive emotional wellbeing through preventing and managing stress, and the “Step Up Challenge,” a walking challenge to improve the general health of employees through daily movement.

Our other health management programs include support for other conditions, including asthma, hypertension, high cholesterol, weight management, depression and diabetes. These programs are included with every WGAT health plan purchased.

If you don’t have a WGAT plan, contact Western Growers Insurance Services for more information and to see how it can help you better manage your health care costs. You can reach a sales team member at (800) 333-4WGA.

 

AG & THE LAW: New California Employment Laws for 2022

November 11th, 2021

The end of another active Legislative bill-signing session has Gov. Gavin Newsom once again enacting several significant new employment related laws impacting California employers. Below is a summary of many of the laws affecting employers in the state. All are effective January 1, 2022, unless otherwise noted.

AB 73 – Health Emergencies, Employment Safety, Agricultural Workers, Wildfire Smoke.

AB 73, also known as the “Farmworker Wildfire Smoke Protection Act,” is intended to protect agricultural workers from the hazards of wildfire smoke by allocating state resources to fund the creation of bilingual educational materials and stockpiles of protective masks.

The bill requires Cal/OSHA to review and update its existing “protection from wildfire smoke training” and post those updates on its website. The bill also requires employers to modify existing training methods to provide training in a language and manner readily understandable by its employees, considering ethnic and cultural backgrounds, education levels, and including the use of pictograms as necessary.

Signed into law Sept. 27, 2021, the Act took immediate effect.

SB 572 – Labor Commissioner Liens on Real Property

SB 572 expands current Labor Commissioner authority to create, as an alternative to a judgment lien, a lien on real property to secure amounts due to the commissioner under any final citation, findings, or decision. Existing law allows the Labor Commissioner the same authority with regard to recovering amounts due under final orders in favor of an employee named in the order.

This expansion creates a direct means for the state to collect monies due from employers ordered to pay civil penalties for violations of state law, including the failure to pay minimum wage.

To avoid the imposition of a real property lien, employers issued final citations, findings or decisions for labor code violations, should seek immediate legal consultation.

SB 606 – Cal/OSHA Enterprise-Wide Violations

SB 606 creates an “enterprise-wide” rebuttable presumption for employers with multiple worksites who violate an occupational safety or health standard, order, special order, or regulation. The presumption applies if the employer has a written policy or procedure that violates Cal/OSHA provisions or there is a record evidencing a pattern or practice of the same violation committed by the employer involving more than one of its worksites.

If an employer cannot rebut the presumption, SB 606 authorizes Cal/OSHA to issue an enterprise-wide citation for egregious violations for each willful violation (as determined by Cal/OSHA), and count each employee impacted by the violation as a separate violation for purposes of the issuance of fines and penalties. In other words, the maximum penalty would be assessed per violation, per employee. The statutory amendments of SB 606 also authorize Cal/OSHA to investigate the employer’s policies and practices or those of any related employer entity, to issue and enforce a subpoena for any failure to provide requested information. The ability to seek an injunction or temporary restraining order has also been authorized.

SB 639 – Minimum Wages for Persons with Disabilities

SB 639 is the culmination of several subsequent Presidential and Gubernatorial legislative acts that have pushed forward the rights of developmentally disabled workers to receive the same legal rights and responsibilities guaranteed all other persons by the United States and California Constitutions, regardless of the severity of their disabilities. The bill ends current exemptions, and after Jan. 1, 2022, prohibits the issuance of any special licenses authorizing the employment of mentally and/or physically disabled workers at less than the prevailing minimum wage.

Existing licenses will be phased-out and rendered inoperative as of Jan. 1, 2025 (or sooner should a multiyear phaseout plan be released before that date).

SB 646 – Private Attorneys General Act; Janitorial Employee Exemption

An exception to the Private Attorneys General Act (PAGA) is created by SB 646 for janitorial employees under certain specified conditions. To be excepted from PAGA mandates a janitorial employee must meet specified criteria such as: 1) being represented by a labor organization that has represented janitors before January 1, 2021; and 2) being employed by a registered janitorial contractor as a property service employer in the year 2020 with respect to work performed under a valid collective bargaining agreement in effect any time before July 1, 2028 (additional mandates apply).

Janitorial employees may still bring an action under California’s Labor Code if a court or administrative agency finds the labor organization has breached its duty to fairly represent its collective workers in relation to any Labor Workforce Development Agency claim.

AB 654 – COVID-19 Exposure Notification

In December 2020, California AB 685 was signed into law requiring non-healthcare employers who identified three or more cases of COVID-19 (i.e., an “outbreak”) at a worksite within a 14-day period to report such information to their local health department within 48 hours. AB 654 amends this requirement to allow an employer 48 hours or one business day, whichever is later, to notify its local health department of a COVID-19 outbreak. The new law also expands existing exemptions to include community clinics, adult day health centers, community care facilities and child day care facilities.

Western Growers Advocacy at Work

Existing law under AB 685 requires the California Department of Public Health (CPDH) to make workplace industry information received from local public health departments available on its website in a manner that allows the public to track the number and frequency of COVID-19 outbreaks and the number of COVID-19 cases and outbreaks by industry reported by any workplace. AB 654, as initially drafted, included a requirement that this public listing include the name of each worksite impacted by a COVID-19 outbreak.

Western Growers assisted successfully in leading a coalition opposition to this requirement that resulted in this specific provision being amended out of the bill.

AB 654 takes effect immediately and is scheduled for revocation January 1, 2023.

SB 657 – Distribution of Employment Information: Electronic Documents

Employers subject to posting requirements must conspicuously place required notices in an area of the workplace frequented by employees throughout the workday. A decrease in the number of workers frequenting the workplace—along with a corresponding increase in the number of remote workers—has caused employers to question how best to comply with posting mandates in a virtual environment. California’s newly signed SB 657 provides clarity and peace of mind.

The law allows, “in any instance in which an employer is required to physically post information, [to] also distribute that information to employees by email with the document or documents attached.” It is important for employers to note that while SB 657 allows electronic distribution, it does not eliminate the employer’s obligation to physically display required postings within its existing workspace.

AB 701 – Warehouse Distribution Centers

Impacting warehouse distribution operations throughout California, AB 701 makes significant changes to employers with 100 or more employees at a single warehouse distribution center or 1,000 or more employees at one or more warehouse distribution centers. The definition of “warehouse distribution center” provided within the statute will make this new law applicable to various agricultural operations.

Once the law takes effect it will require employers to provide each employee, upon hire or within 30 days, a written description of each quota applicable to the employee. This includes providing the “qualified number of tasks to be performed or materials to be produced or handled, within the defined time period and any potential adverse employment action” resulting from a failure to meet the quota. The bill also prohibits the setting or enforcement of any quota that prevents an employee from complying with statutory meal and rest periods, using bathroom facilities, or violating occupational health and safety laws.

The bill uses the North American Industry Classification System (NAICS) Codes to define an “establishment” for purposes determine whether the operation is subject to the statute’s quota disclosures:

•   (A) 493110 for General Warehousing and Storage.

•   (B) 423 for Merchant Wholesalers, Durable Goods.

•   (C) 424 for Merchant Wholesalers, Nondurable Goods.

•   (D) 454110 for Electronic Shopping and Mail-Order Houses.

The name or designation given to any establishment is irrelevant in determining applicability of the statute. SB 701 does exempt NAICS Code 493130 (Farm Product Warehousing and Storage) from quota requirements under the statute. However, even agricultural businesses operating establishments that fall under NAICS code 424 Nondurable Goods, will be impacted.

Violations include monetary penalties, injunctive relief and the recovery of attorneys’ fees. Violators may also be subject to penalties in representative actions brought under the Private Attorneys General Act (PAGA). However, the statute does include a PAGA safe-harbor provision allowing employers an opportunity to cure alleged violations.

SB 807 – Enforcement of Civil Rights: Department of Fair Employment and Housing

This statutory amendment enacts several important changes impacting tolling and jurisdictional mandates of the Department of Fair Employment and Housing (DFEH) as well as employment record retention periods associated with complaints alleging workplace violations of California’s Fair Employment and Housing Act (FEHA).

This bill makes several procedural changes to the way the DFEH enforces California’s civil rights laws under the FEHA. These changes include 1) modifying when and how the DFEH can appeal adverse superior court decisions regarding the scope of DFEH petitions to compel compliance with investigations of the department associated with violations of employment-related complaints; and 2) tolling the amount of time the DFEH has to file a civil action while dispute resolution efforts are pending.

SB 807 also extends current record retention requirements for employers to four years. As amended, Government Code Section 12946 will now require employers to retain personnel records for applicants and employees for four years from the date the records were created, or the date the employment action was taken. (NOTE: This is in addition to retention requirements that apply once a complaint has been filed). The bill also extends the period in which an individual can file a civil action for violations of certain statutes, by tolling the filing period while the DFEH investigates and/or takes action on behalf of an individual complainant.

SB 807 also increases the time the DFEH has to complete its investigation and issue a right-to-sue notice for employment-related discrimination complaints treated by the DFEH as a class or group complaint to two years.

SB 87 – California Small Business COVID-19 Relief Grant Program

This bill, signed into law on February 23, 2021, established the California Small Business COVID-19 Relief Grant Program with California’s Office of Small Business Advocate (CalOSBA). SB 87 is a bill providing for appropriations funding for small business grants in an effort to assist qualified small and underserved businesses impacted by COVID-19. The bill includes taxable year exclusions and requires the California Franchise Tax Board to adopt regulations necessary and appropriate to implement these taxable exclusions. Audit and recapture procedures are built into the bill to assure criteria oversight.

This bill took effect immediately upon signing.

AB 1003 – Wage Theft (Grand Theft)

AB 1003 elevates existing liability by making the intentional theft of wages or tips by employers punishable as grand theft.

An employer’s intentional theft of wages or gratuities in an amount greater than $950 for one employee, or $2,350 for two or more employees, and in any consecutive 12-month period, is now punishable as grand theft. This increases the existing penalty for grant theft and creates a new Penal Code Section (Cal. Pen. Code Section 487(m)). Criminal prosecutors will now have the discretion to decide whether to charge an employer with a misdemeanor (imprisonment in a county jail for up to 1 year) or felony (imprisonment in county jail for 16 months or 2 or 3 years), by a specified fine, or by a fine and imprisonment.

AB 1003 also includes the following:

•   Defines “theft of wages” as the intentional deprivation of wages, gratuities, benefits or other compensation, by unlawful means, with the knowledge that the wages, gratuities, benefits or other compensation is due to the employee under the law.

•   Makes clear that the term “employee” includes independent contractors, and “employer” includes the hiring entity of an independent contractor.

•   Authorizes wages, gratuities, benefits, or other compensation subject to the prosecution to be recoverable as restitution.

•   Allows the employee or the Labor Commissioner the right to commence civil action seeking remedies as allowed under the Labor Code.

SB 338 – Joint and Several Liability of Port Drayage Motor Carrier Customers.

The passage of SB 388 expands the usual set of circumstances under which port drayage contractors will be placed on the DLSE’s enforcement list and expands joint liability to customers of that contractor. Carriers—or customers of the carrier—with prior offences and subsequent judgment, ruling, citation, orders, decisions, or awards finding a violation of a labor or employment law or regulation—even if the appeals period has not yet expired—will find their citation information publicly posted on the DLSE’s webpage.

This expanded liability means customers of a listed port drayage carrier will also shoulder liability, including civil legal responsibility and civil liability, owed to the state for port drayage services obtained after the date the carrier appeared on the prior offender list. This could also extend potential responsibility and liability for employment tax assessments issued by the state and civil liability stemming from the carrier’s failure to comply with applicable laws, rules and regulations.

SB 331 – Settlements and Non-disparagement Agreements

Recent legislative changes prohibit an employer from preventing the disclosure of factual information related to actions in the workplace related to a claim(s) (civil or administrative) that include allegations of sexual assault (e.g., sexual harassment, workplace harassment/discrimination based on sex, or retaliation).

SB 331 clarifies these existing prohibitions and expands them to include acts of workplace harassment or discrimination not based on sex. This new legislation makes it unlawful for an employer to require an employee to sign a non-disparagement agreement or any other document if it would have the purpose or effect of denying the employee the right to disclose information about such conduct. The prohibition also extends to any agreement related to an employee’s separation from employment.

AB 1033 – California Family Rights Act

AB 1033 expands the California Family Rights Act to include leave to care for a parent-in-law within the existing definition of family care and medical leave. This amendment also modifies the Department of Fair Employment and Housing’s existing Small Employer Family Leave Mediation Pilot program as follows:

•   Requires the Department of Fair Employment and Housing (DFEH) to notify an employee who receives an immediate Right-to-Sue notice of the requirement to mediate prior to filing a civil action where either they or the employer have requested mediation. This notice by the DFEH must be in writing.

•   Requires an employee who has filed an administrative complaint with the DFEH to contact the department and to indicate whether they are requesting mediation before filing a civil action.

•   Allows an employer to stay any pending civil action or arbitration in favor of mediation if the employer did not receive notification of its right to mediate due to the employee’s failure to contact the DFEH regarding mediation.

•   Imposes various time restrictions on the DFEH once it makes the decision to pursue legal action on behalf of an employee.

Agricultural Awareness in the Legislature

ACR 60 – BeeWhere Month

Honoring the efforts of the California Association of Pet Control Advisors, the California Agricultural Commissioners and Sealers Association, and the Commissioners of Riverside, Butte and Shasta counties in forming the BeeWhere program, California’s ACR 60 proclaims the month of April of each year as “BeeWhere Month.” The BeeWhere program is a comprehensive apiary registration and notification program offering beekeepers, pest control advisors, and pesticide applicators useful resources to help protect and sustain California’s bee population.

ACR 27 – Farm-to-Fork Corridor

Honoring the efforts of Butte, Sutter, Tehama and Yuba counties in their efforts to provide fresh agricultural commodities and produce to generations of Californians and the greater United States, ACR 27 authorizes the designation of a portion of State Route 99 as the “Farm-to-Fork Corridor.” This designation also salutes the City of Sacramento, known as “America’s Farm-to-Fork Capital.”

SB 721 – California Farmworker Day

California’s agricultural sector makes up 2 percent of our state’s economy. As one of the top agricultural producing states in the nation, California produces over 400 different globally exported commodities (e.g., two thirds of all U.S. fruits and nuts and more than one-third of all U.S. vegetables). Farmworkers are vital to California, contributing skilled labor necessary to feed Californians and those around the globe. SB 721 honors this tremendous contribution by declaring August 26 of each year as “California Farmworker Day.”

AB 941 – Farmworker Assistance

This bill authorizes the appropriation of funds to establish grant programs to enable California counties to establish farmworker resource centers to provide farmworkers and their families information and access to services related to such things as labor and employment rights, education, housing, immigration and health and human services.

Western Growers Advocacy at Work

AB 616 – Agricultural Labor Relations: Legal Representative Elections

Western Growers spearheaded a collaborative effort of agricultural organizations and allied industry partners in a concerted opposition effort that lead to the veto of AB 616. One of the most notable victories of the 2021-2022 legislative session, AB 616 would have denied farmworkers of the most basic democratic protections in union elections and shifted election oversight powers to the UFW.

In his veto message, Gov. Newsom said the bill contained “various inconsistencies and procedural issues related to the collection and review of ballot cards…. Significant changes to California’s well-defined agricultural labor laws must be carefully crafted to ensure that both agricultural workers’ intent to be represented and the right to collectively bargain is protected, and the state can faithfully enforce those fundamental rights,” he said. He wrote that he would direct the Labor Agency to “work collaboratively with the Agricultural Labor Relations Board and all relevant stakeholders to develop new policies for legislative consideration to address this issue.”

 

SCIENCE: Can Animal Agricultural & Produce Production Co-exist?

November 11th, 2021

Can you safely have animal agriculture near produce production areas? With the appropriate food safety measures in place, meaning they must be both surgical and practical, the answer is “yes.”

Numerous investigations of recent foodborne illness outbreaks associated with fresh produce consumption have indicated that broader agricultural environment contamination with human pathogens of public health significance is contributing to fresh produce contamination. Take, for example, the 2018 outbreak of E. coli O157:H7 linked to romaine from the desert growing region. A large concentrated animal feeding operation was intimately proximate with fresh produce operations, and as a result, was implicated as the source of contamination. What was not determined in the outbreak is how the pathogenic bacteria were transferred to the romaine growing fields…and whether it was water, wind, animal, human or equipment movement. All these may act as potential vectors of pathogens from an animal source to a produce growing operation.

Because there is much social, economic and scientific complexity surrounding this topic, Western Growers has developed a comprehensive strategy on how to resolve food safety concerns associated with the co-existence of animal agricultural and produce growing operations.

First, systematic risk-based management of the environmental interface between animal and plant agriculture systems is needed. Second, government-supported frameworks—such as the frameworks currently available to address environmental conservation needs—are also needed. Both need to work at the local, regional and national level to support the following:

  • education programs on risk assessment best management strategies to significantly minimize foodborne illness risk related to fresh produce;
  • research to identify effective food safety controls for produce grown in mixed agricultural regions; and
  • private and private/public digital tools to facilitate access to food safety and environmental data-sharing as well as promote local/regional collaborative responses to produce safety problems.

Third, a plan of action needs to be executed. Rather than implementing a “catch-all” solution such as increasing buffer zone, which is something our industry tends to gravitate toward, our actions must be well-researched and thought out.

An effective plan of attack is as follows:

  • Gain funding for research that will:
    • Identify strategies focused on produce safety and the produce growing environment that can be implemented immediately and over the longer term in the broader agricultural environment, including strategies designed to:
      • reduce human pathogen environmental loading and/or likelihood of movement from animal agriculture facilities, thereby reducing the potential for transfer of pathogens to produce;
      • address transfer of pathogens to plants (fresh produce) such as water treatment chemistries, water delivery management, dust management, wildlife and pest management and use of vegetative barriers; and
      • define measures of effectiveness for such strategies and thereby also quantifying the performance of resulting food safety controls.
    • Facilitate application of data models to determine best prevention strategies.
      •  Advocate for Congress to consider incentive and incentive frameworks (e.g., Farm Bill) that will make available funding for growers to apply effective animal/plant transfer mitigations including:
        •  incentivize adoption of mitigation strategies (for both animal and plant agriculture)
        • resolve infrastructure needs (such as water delivery, roads, etc.) that will reduce food safety risks associated with environmental reservoirs

Between systematic risk-based management, government-supported frameworks and a well thought out plan of action, the industry can mitigate any concerns regarding co-existence of animal and produce agriculture.

WHAT’S TRENDING: Maximizing Traditional and New Media to Cut Through the Clutter

November 11th, 2021

Newspapers once reigned as king as the primary source of information for consumers, but with the introduction of social media in the late-‘90s, the communications landscape has rapidly transformed. According to a study by Backlinko, social networking platforms nearly tripled their total user base in the last decade—from 970 million in 2010 to 4.48 billion users in July 2021.

This dramatic increase of new social media users parallels the year-over-year increase in the number of social media platforms flooding the market. With nearly 300 social networking sites available globally, consumers are now receiving their information about current events from across the web. Beyond social media, news is being delivered through a multitude of other communications channels. This includes newspapers (print and online), e-mail, text messages, apps, podcasts and workplace messaging tools like Slack and Microsoft Teams.

With stiff competition in the communications space, how does one cut through the clutter to elevate their news and reach their desired audience? By leveraging as many of those platforms as possible.

For example, in the past six months, Western Growers has capitalized on both traditional and new media to expand its reach. Below are two campaigns WG recently executed to further its footprint beyond one platform, ultimately resulting in more impressions, reach, engagement and brand ambassadors.

Farm Fresh Video Series

WG produced and released a three-part video series on Facebook demonstrating the extraordinary skills and ingenuity of the farmers and farmworkers who work to bring food to America’s tables.

Main Platform: Facebook

Subsequent Platforms:

  • Press Release: Once the videos started to gain traction on Facebook, a press release was distributed to alert the media (and public) about the series and draw even more attention to the videos posted on both Facebook and YouTube.
  • YouTube: To increase the videos’ organic traffic, the three videos were posted on WG’s YouTube channel. Posting the videos on YouTube also helped grow WG’s visibility on search engine results pages.

Results:

  • The videos received a total of 15 million views
  • 392,000 people interacted with the video (comment, like, share)
  • WG garnered 15,000 new Facebook fans as a direct result of the videos
  • Six media outlets published information about the video series based on the press release, reaching more than 110,000 people

“No Water = No Crops” Blitz

To support federal advocacy efforts to invest in water infrastructure and shed light on the dire impacts of the drought on farms across California, WG released a “No Water = No Crops” video series on Facebook and YouTube. The series featured nine videos where four California farmers (Joe Del Bosque of Del Bosque Farms, Ross Franson of Woolf Farming, Jared Plumlee of Booth Ranches, Vincent Ricchiuti of ENZO Olive Oil Company) speak about the impact the drought is having on their operations and the cascading losses that result to farmworkers and their communities.

Main Platform: Federal Advocacy

Western Growers joined a national coalition of more than 200 agricultural organizations and urban and rural water districts to urge the federal government to invest in the nation’s aging water facilities. Since early 2020, the coalition sent letters to Congress and the president, advocated on the hill, placed op-eds in media publications throughout the west, posted on social media to build public awareness and encouraged respective association members to reach out to their representatives.

Subsequent Platforms:

  • Video Series: WG filmed, edited and posted videos to educate consumers on how the drought is forcing farmers to abandon crops. Each video vividly depicted the crops being sacrificed due to lack of water. The videos also ended with a call to action of urging congressional leaders to invest in aging water infrastructure to prevent further cuts to farms in future droughts.
  • Press Release: To elevate the message and further the video reach, WG wrote and distributed a press release to media. The press release contained quotes from farmers featured in the video; embeds of selected videos; and links to all the videos.
    • Media Interviews: As a result of the press release, WG facilitated numerous interviews between journalists and farms featured in the videos.
  •  Social Media: The videos and press release were posted on Facebook, YouTube and Twitter—with a tailored message for each respective audience.

Results:

  • 13 media outlets covered the story, resulting in a reach of 14.4 million
  • The videos received a total of 65,800 views
  • 3,000 people interacted with the video (comment, like, share)
  • In August 2021, the U.S. Senate passed a bipartisan infrastructure bill that included $8 billion to support water infrastructure in the West

Focus on Philanthropy: Building Marian Regional Medical Center’s Crisis Stabilization Unit

November 11th, 2021

By Ann Donahue

Right now, a person having a mental health crisis in California’s Santa Maria Valley will have a difficult journey. In the midst of personal upheaval—be it suicidal ideation, post-partum depression, post-traumatic stress disorder or extreme anxiety—the first stop will be a trip to the emergency room. If the individual requires additional care from that point, they will likely be forced to travel as far as Ventura or Los Angeles to receive critical and potentially life-saving in-patient treatment. That’s a trip of more than 200 miles away from their support system at the precise time they need to be held close by those who love them.

This isn’t just a hypothetical situation. The doctors, nurses and staff at Marian Regional Medical Center can provide real-world examples: the nurse who after several emergency room visits had her post-partum depression descend into post-partum psychosis and she started entertaining thoughts of harming her baby; the recent widow kept in the emergency room for 18 hours after suicidal thoughts before being transferred to Ventura via ambulance; the young schizophrenic woman held in the ER for 58 hours before an in-patient bed was located for her in Pasadena. Soon after she was discharged from the Pasadena facility, her auditory hallucinations recurred.

“We’re doing everything we can—I don’t want to give you the impression that we’re ignoring them,” said Dr. David Ketelaar, an emergency physician at Marian who is past President of the Center’s medical staff and leads the behavioral health effort at the hospital. “But the right setting for them is private, where you’re addressing the mental health concerns, not in a chaotic emergency department where trauma is happening around them.”

For emergency room doctors and nurses, it’s obviously a heartbreaking, frustrating decision to move a patient hours away when what they need most at the time is consistent, comprehensive local care, with access to their family and ongoing neighborhood mental health resources. As things stand now in Santa Maria, there is no standalone unit that can provide stabilization to those in mental health crisis. A minimum of 50 inpatient beds are recommended to serve every 100,000 people; Santa Barbara County has only 4 for every 100,000.

But all of that is about to change. Thanks to the fundraising and advocacy efforts of several Western Growers members, Dignity Health’s Marian Regional Medical Center is about to open a 24-hour Crisis Stabilization Unit to support those with mental health needs that can be managed by 18-24 hours of intensive evaluation, therapy and support.

“What happened over the years was that the number of persons in crisis and not getting beds in a timely fashion just kept gradually growing,” Ketelaar said. “We needed a different solution to get more in-patient beds and capacity. My ER colleagues across California and across the country are dealing with the same thing.”

And so a solution was developed: establish a short-term crisis care unit that treats the immediate mental health issue and lays the groundwork for long-term community-based health. The hospital anticipated that once a center was built at Marian, instead of sending patients out of the county, 50-75 percent will be safely discharged home after one day of treatment by specially-trained psychiatrists, psychiatric nurses and support staff in the Crisis Stabilization Unit.

The effort to build the center at Marian was led by Western Growers Board Member George Adam, President and Owner of Innovative Produce and a member of the Marian Foundation Board of Directors, who rallied the agricultural community in the area to raise funds for this critical asset to the region.

“As we go through different economic times in ag, it’s always tough because you don’t know what’s around the corner,” Adam said. “But I think everyone saw the need for this. It wasn’t really a tough sell. It was a great response, especially during the pandemic when this particular need is acute.”

Among those Western Growers members who answered the call were: Beachside Produce, Bonipak, Main Street Produce, Central West Produce, Durant and Rancho Laguna Farms. In total, the group raised $2 million to help establish the center.

“George’s help has been instrumental,” Ketelaar said. “We were so appreciative of how he helped rally the community. The work he did provided a boost to our ER staff when they heard about the support.”

Cortney De Lotto, the Manager of Philanthropy and Philanthropic Gifts at the Marian Regional Medical Center, said the push to fundraise for the Crisis Stabilization Unit came on the heels of a campaign for an expansion of the hospital’s emergency department. “As soon as that [expansion] was built and opened we were running to the same issue,” De Lotto said. “It was just this really bad cycle.”

To break that cycle and build the CSU, outside financial help was needed—and is still required to this day. According to the Vice President of Philanthropy for the Foundation, Jessa Brooks, the need for community financial support for the Crisis Stabilization Unit will be ongoing. For those who are truly indigent, there is adequate insurance reimbursement to medical professionals for the care they provide, she said. But for those not living in poverty, medical treatment for behavioral health issues is provided at a loss to the hospital.

“Mental health is going to be a priority for our organization, not only clinically, but also philanthropically,” Brooks said. “We know that services are dire in this community, and we need them. But we also know the reimbursement is not desirable. It’s really horrible. The hospital takes a hit on providing these services. We run in the red in that area. Insurance has not caught up with the need. But this is, as our hospital president says, just the right thing to do. So we’re going to do it.”

A blessing for the Crisis Stabilization Unit was held on June 8; as soon as inspection is complete by state and county agencies, it will open. And as mental health needs cross all socio-economic boundaries and close to 1 in 5 people will suffer from an acute psychiatric illness during any given year, Ketelaar said the formal go-ahead cannot come soon enough.

“The one thing George recognized very early on in talking with us is that mental health is ubiquitous,” Ketelaar said. “Everybody from the CEOs of companies and their families down to the farmworkers to the people who are just doing the daily work in our community—you do this kind of care for everybody. I can’t tell you how appreciative we are of the leadership that George Adam showed and how he helped us in linking us to key persons in the community.”

For Adam and his Western Growers colleagues, the chance to give individuals going through mental health struggles a chance to regain a productive place in society is, simply, invaluable. “We just try to make the most impact where we can,” Adam said. “It’s what we would do with any of our employees. We try to give everyone the best opportunity we can.”

 

Vic Smith to be Honored at OGS

November 11th, 2021

By Tim Linden

Longtime Western Growers Board Member Vic Smith of JV Smith Companies will be honored with the Organic Grower of the Year award at the Organic Grower Summit on Thursday, December 2 in Monterey, Calif.

The event, which includes Western Growers as the presenting sponsor, will be held at the Hyatt Regency Dec. 1-2 and will include several educational sessions, keynote addresses, networking social events and a two-day trade show with industry suppliers presenting their latest products to hundreds of organic growers. Smith will receive his well-deserved award during a special general session on Thursday morning. AGCO is the award sponsor and the company’s Director of Marketing Greg Milstead will join the veteran grower on stage to talk about organic farming and Smith’s entry into the organic sector.

The longtime grower recently told Western Grower & Shipper that he began his foray into organic crop production a quarter of a century ago at the request of Earthbound Farms. “Earthbound asked us to grow spring mix when they were first getting into that product,” he said. “It must have been 25 or 26 years ago.”

The company’s organic acreage started increasing from that year on with Pure Pacific Organics Inc. and Earthbound Farms being two of its most consistent partners on the organic acreage for the past two decades. “It was quite a learning curve, but we were able to figure it out. As I look back, I realize that growing spring mix was as easy as it got,” he said, indicating that there are a lot more challenges growing other organic crops.

Smith said the age-old question, is it more expensive to grow organics has a nuanced answer. “Yes, it is, but how much more depends on the commodity and the location.”

He noted that you have to pick your battles wisely. Growing organics in an area or during a period when there is heavy pest pressure is a difficult proposition. He added that timing is also very important, noting that it is very difficult to get a great organic celery crop in the early winter in the desert, for example. That crop must be planted in August, when temperatures are scorching outside. He quipped that any buyers concerned about the quality of celery in December should spend a week with the young plants in the August desert sun and see how well they survive. “Organic celery can thrive in the desert but it’s a January through March crop,” he quipped.

Smith revealed that some commodities and locations are tailor- made for the organic effort and do very, very well with no concern about decreased yields. He indicated that the company has become expert at growing organics, and it no longer focuses on the yield vs. return calculations that had to be part of the discussion in the early years.

Smith relayed that JV Smith Companies’ growth in the sector mirrored the adoption by retailers. In those early years, natural food stores and Whole Foods supplied much of the excitement and sales opportunities. He recalls that when Costco determined it was not going to concede that piece of the pie to those retailers, demand kicked up to another level. It received another boost in Smith’s recollection when the Walmart group decided it wasn’t going to concede those sales to Costco.

JV Smith followed suit by increasing its acreage devoted to organics on an annual basis. Initially, the category saw double digit growth. Today, the veteran farmer said there is still sustained growth, but it has moderated because the base has risen significantly.

Looking back on the early years, Smith said “I like to think we brought some professional expertise to organic farming in areas such as soil preparation, bed preparation and irrigation techniques. At the same time, we learned a lot about growing a crop. It was amazing what we could achieve using less inputs, and so little nitrogen.”

Among the topics that will be explored during OGS are indoor farming, growing and selling organics in the Mexican market, triple net sustainability, agtech in the field, challenges of scaling organic production, organic ag inputs, and marketing prospects and consumer trends for organic produce.

Matt Seeley, co-founder and CEO of the Organic Produce Network, which produces OGS, said the organic grower community is enthused about getting together again after having to take a year off in 2020 because of the restrictions necessitated by the coronavirus pandemic.

“We are truly excited that we are able to partner with Western Growers to bring the industry the Organic Grower Summit,” he said.  “Western Growers is noted for its emphasis on high tech and we are looking forward to two days of discussing the latest and greatest innovations that can help organic growers achieve success.”

Seeley said there is a great lineup of sessions ranging from food safety to new innovations, but surely a highlight of the event will be the presentation of the Grower of the Year award to Smith. “Vic Smith is one of the most innovative and progressive growers in our industry. He is a grower’s grower!”

The OPN CEO pointed out that there will be several Western Growers leaders and innovators taking part in the show. He drew particular attention to a session on the challenges of scaling in the organic sector. “We have a dynamic panel with Rod Braga of Braga Fresh Family Farms serving as the moderator. The panel will include organic pioneers from Homegrown Organic Farms (Scott Mabs), Lakeside Organic Gardens (Dick Peixoto) and Del Rey Avocado (Jessica Hunter). All four of these companies have been very successful building robust organic programs. For any grower in the organic space or exploring entry, this is a must-see presentation.”

Further information about the show can be found at the show’s website: organicgrowersummit.com.

STATE GOVERNMENT AFFAIRS: Big 2021 Legislative Successes on Labor

November 11th, 2021

By Matthew Allen, Vice President, State Government Affairs

The fall season is the perfect time to take a moment to pause and reflect about the state of the agricultural industry over the past two years.

In 2020, our industry faced head-on what seemed at the time to be almost insurmountable challenges with the COVID-19 pandemic. Farmers stoically braced themselves to grapple with lost revenues from the closure of restaurants and schools. They purchased millions of dollars of personal protective equipment to ensure the safety of their workforce. Through it all, farmers remained optimistic; planned for the future and made decisions on how best to manage the changing landscape into 2021.

Earlier this year, just as the economy was starting to recover from the pandemic, the intensity of our current drought conditions hit us with unprecedented ferocity. The extreme nature of this drought has led to more fallowing of crops as growers make difficult decisions on how best to manage their operations with depleting water resources. In short, agriculture in California has seen more than its fair share of challenges over the past couple of years. That said, it’s high time for some good news. We have it for you.

WG helped to lead a broad advocacy campaign of agricultural and business organizations in the fight against AB 616 which was sponsored by the United Farm Workers (UFW). This bill was the latest attempt by the union to pass card check legislation. Card check had previously been attempted and was vetoed by both Governor Arnold Schwarzenegger and Governor Jerry Brown. AB 616 was authored by Assemblymember Mark Stone. The author and sponsors made the repeated claim that AB 616 amounted to nothing more than the creation of a mail-in voting process for farmworkers.

This was fiction. In practice, the bill would have essentially gutted the fundamental protections in the Agricultural Labor Relations Act that provide the opportunity for farmworkers to express their choice with respect to union representation through a secret ballot election process that is free from undue influence and coercion. Union leaders would be able to utilize a ballot card in lieu of the secret election. Unions could go to an employee’s home, fill out the ballot card for them, have the employee sign the card and then pocket the card for up to 12 months.

Furthermore, the union wouldn’t have to approach all employees of an agricultural employer. They could pick and choose who they would ask to fill out the card. This would be extraordinarily problematic since all employees should remain free to vote their conscience in a secret ballot election where neither the employer nor the union can influence or observe their vote.

WG was also heavily opposed to a bonding requirement in the bill that would have required employers to file an appeal bond with the ALRB when appealing make-whole, backpay, and other monetary award orders made by the board. This would be a huge barrier to entry to have the “right” to an appeal.

AB 616 passed through the Legislature but was ultimately vetoed by Governor Gavin Newsom. The advocacy of WG members, WG staff and the hard work of allied agricultural organizations were all crucial elements in the ultimate outcome of 616.

Another hard-fought win this year was stopping AB 857 by Assembly Member Ash Kalra in the California State Senate. AB 857 was substantially similar bill to SB 1102 that Governor Newsom vetoed last year. AB 857, sponsored by the California Rural Legal Assistance Foundation, would expand the definition of “voluntary” and “mandated” travel time, as decided by the California Supreme Court in Morillion v. Royal Packing (2000). Passage of AB 857 would lead to great confusion about travel time pay and would inevitably lead to higher costs for our industry at precisely the time that we are in the middle of recovering from the COVID-19 pandemic and dealing with the drought. AB 857 is now a two-year bill and might be reconsidered next year. WG will be working closely with our allied partners to advocate against any further movement of this bill through the legislative process.

In addition to these wins, several other labor-related bills were held in the Assembly this year. Most notably amongst those is a bill by Assemblymember Lorena Gonzalez that would increase the required number of paid sick leave days from three to five days. WG played an active role in the coalition to sidetrack this legislation in the Assembly. It’s now a two-year bill.

All in all, there were several legislative wins this year on labor. Our industry should be especially proud of all the efforts and countless hours that were spent in opposition to both AB 616 and AB 857.

A Podcast for the Agtech Masses: Voices of the Valley

November 11th, 2021

By Stephanie Metzinger

“The story here from a startup perspective is that it’s not about ag or robotics. It’s about getting our MVP (most valuable product) out to customers as early as possible so you can really define where that product needs to go,” said Bear Flag Robotics CEO and Co-Founder Igino Cafiero in a recent episode of the newly-revamped Voices of the Valley podcast.

Voices of the Valley, which is hosted by Western Growers Center for Innovation and Technology (WGCIT), returns for its fifth season with a whole new look and direction.

GreenVenus Vice President of Business Development Candace Wilson now joins WGCIT Director Dennis Donohue as a co-host, and each week they are interviewing leading entrepreneurs, innovative farmers and industry analysts to pull back the curtain on all things agriculture and technology. But these aren’t just blue-sky discussions of a hypothetical techno-future—the duo and their guests will cover current innovations being implemented on the farm, the practical application of these inventions, and how to take this information to improve a farm’s bottom line.

This rebranding to a more targeted focus of exploring the real-world impact of innovation is evident in the season’s premiere episode: Rise of the City Bee: Building Urban Bee Farms with Detroit Hives’ Timothy Paule and Nicole Lindsey.

“When we started, I think we were just really passionate about our mission, and I think that it shows,” Paule said. “Our story is a unique one. I think people want to hear the story of how we’re using bees to revitalize the city of Detroit.”

New episodes air every Tuesday. Upcoming guests include Josette Lewis of the Almond Board of California; Charles Anderson of Burro; Dominic Rossini of Netafim; Aidan Mouat of Hazel Technologies; Bruce Rasa of AgVoice; and Tonya Antle of Organic Grower Summit.

To be on the cutting edge of the latest and greatest technologies in agriculture, listen and subscribe to Voices of the Valley. The show is available on all major podcast directories—including Spotify, Apple Podcasts, Google Podcasts, Stitcher and Radio Public—by searching for Voices of the Valley or visit www.anchor.fm/voicesofthevalley.

Arizona Legislator Working on Long-Range Water Solutions

November 11th, 2021

By Tim Linden

When water officials for the federal government revealed in mid-August that, for the first time in history, there will be a cutback in water deliveries to Arizona starting January 1, many people saw dark skies ahead. But not everyone.

“We had planned for it,” said Arizona State Representative Tim Dunn of Yuma. “That’s why we had the Drought Contingency Plan and it’s why we have been water banking for many years. Arizona planned for this day.”

Rep. Dunn said the groundwater replenishment that has been going on for years will help Arizona “bridge the gap” while it explores other options. He did note that the shortage is serious and “there is a 42 percent chance that in two years, we will have Tier 3 cutbacks.”

The Tier 1 cutbacks will impact Central Arizona farmers in Pinal County most severely as there will be a reduction of 18 percent of the 2.8 million acre feet of water annually delivered to the Central Arizona Water Project from the Colorado River in 2022. The reduction falls more heavily on that project because of prior agreements. Pinal County farmers are typically involved in field crop production as well as dairy farms and cattle ranches. There are few fresh produce crops grown in that region.

If drought conditions continue, it has been estimated that Tier 2 cutbacks could come in 2023 followed by Tier 3 reductions in 2024.

State Rep. Dunn told Western Grower & Shipper in early October that regardless of the severity of the cutbacks, Arizona needs to continue to look for alternative water sources, just as it has done for years. In fact, Dunn is championing several out-of-the-box ideas. One such idea is tapping flood water from the Mississippi River and building a canal that will take it to Arizona.

Dunn admits that this is a far-fetched idea but he said it could have applicability. While it would cost billions in infrastructure, it could save billions in damage caused by Mississippi River flooding that could be averted. He supports the Arizona Legislature asking Congress to fund a study to gauge the viability of such an effort, factoring in potential benefits. Most importantly, he wants to see the light shined on different ideas that can spark new thinking. “Maybe tapping the Mississippi isn’t feasible, but tapping the Snake River might work,” he said advocating the exploration of various potential water supply solutions.

The Yuma representative admitted that any idea of tapping a river hundreds of miles away is a long-term solution that could take decades to complete. He said a concept that could certainly be achieved quicker would be the building of a desalination plant in northern Mexico near the Sea of Cortez. Fresh water from such a facility could either be used by Mexico, thus reducing its need for the Colorado River water it is entitled to, or that water could be transported north to Arizona and blended with other water sources. Again, Dunn believes this is an idea with merit that needs to be explored.

In a discussion of the water situation, the legislator rattled off a number of other options that are on the table to either conserve water or find new sources. He said both approaches must be part of the solution. He believes the federal Bureau of Reclamation’s announcement about the mandated cutbacks for the Grand Canyon State have led to a heightened awareness by the populous, which should lead to greater conservation efforts.

Rep. Dunn does worry about the public relations challenge for agriculture. He noted that one of his main goals is to protect the interests of agriculture, which is one of the state’s leading industries. “When people hear that agriculture uses 72 percent of all the water in Arizona, they think that is where the cutbacks should come first,” he said. “But they don’t consider that 90 percent of the nation’s winter lettuce comes from Yuma.”

He said ag is a big contributor to the state’s economy and he considers it his job to make sure people don’t lose sight of that. “We need to educate folks.”

While Dunn said people should “pray for rain” this winter, he also knows that more concrete action must be taken. He believes Arizona farmers will get through 2022 with the reduction in water because, as he mentioned, the state has been planning for this and does have contingency plans. As time goes by, and if further cutbacks are required, he expects summer crops to be fallowed first with field crops initially on the chopping block.

He explained that winter production of vegetable crops in Yuma are not in danger of seeing water reductions any time soon. He added that while there is reason to worry about the water situation, he also expressed confidence that Arizona farmers and the Arizona Legislature will find solutions.

Western Growers Celebrates 95th Anniversary: Adaptation Key to Longevity

November 11th, 2021

By Tim Linden

It has long been told that Western Growers began its life as the Western Growers Protective Association on March 9, 1926, to represent the interests of shippers of western produce before the Interstate Commerce Commission.

The ICC was created in 1887 by the U.S. Congress to regulate railroad carriers and the rates they charge. But there were constant disagreements over rates, weights, icing charges and a host of other issues involving shipping product from source to market. Shippers determined that they had to unite for equal representation. Many ad hoc groups were formed before WGPA was established to offer a powerful and united voice.

While this specific transportation issue was the catalyst for the formation of the association, WGPA steadily moved into new arenas, establishing a non-stop list of programs and services to benefit its membership. These services and programs have been added and dropped over the years, reflecting the needs of a dynamic industry and a changing universe.

Over the years, Western Growers has been a consistent voice for western producers in the legislative halls of Washington D.C. as well as in the state governments in which its members farm. It has added services to help these grower-shippers focus on their core business of farming, ranging from union negotiations to dispute resolution to insurance services to legal representation. It has collectively established cutting-edge research on crop production, consumer marketing and high-tech farming.

Western Growers history mirrors the changes growers have had to make over the years and is a testament to the resiliency of the western produce industry. The association’s significant milestones are too numerous to list—and in fact, the list covers a wall at WG headquarters in Irvine, Calif. Below is a number of those highlights emblematic of the adaptability of Western Growers and its members.

1928:     Advertising campaign is launched to educate Eastern buyers of the value of “iceberg” lettuce grown in the West.

1930s:  WG members head to D.C. to lobby on behalf of the establishment of the Perishable Agricultural Commodities Act. WG representatives have been going to D.C. for many years, with their CEO spending weeks there at a time during World War II to represent agriculture.

1942:     Name is changed to Western Growers Association

1945:     WG launches a Research Department to undertake a study on pre-packaging for grower-shippers. The department got involved in many areas including the relative merits of fresh vs. frozen produce.

1946:     WG establishes a lab in Pasadena staffed by a biochemist, two plant pathologists and a physiologist. The program also supported a consumer relations campaign.

1957:     Western Growers Assurance Trust is launched to provide health and accident insurance to Teamsters. The insurance programs offered would multiply over the years and cover many different aspects of a grower-shipper’s operation.

1966:     PACA Dispute Resolution Department is established.

1967:     Western Growers Pension Trust is established to provide retirement income to union workers.

1970s:  WG was instrumental in launching research programs for many commodities, including tomatoes, potatoes, lettuce, melons and strawberries. It managed four of those programs for many years.

1972:     Western Growers Legal Assistance Department is established with 17 lawyers across the state providing legal services, especially in the labor dispute arena, to members.

1972:     Western Growers Political Action Committee gets involved in advocating for individual candidates for the first time.

1973:     Western Growers sponsors its first fresh produce trade show in a foreign country (Japan). WG would participate in and sponsor many export efforts over the next 25 years.

1980:     Government Affairs office is opened in Sacramento. Phoenix office is opened five years later and a dedicated Washington D.C. office is opened in 2007.

1995:     Western Growers develops and releases first-ever best agricultural practices guide.

2001:     WG launches a Science & Technology Department.

2002:     WG launches School Garden program.

2006:     The Western Growers Transportation Program is launched to address rising rates and truck shortages.

2015:     Colorado is added as third state under the WG umbrella. New Mexico would be added several years later.

2015:     The Western Growers Center for Innovation & Technology is established to help bring high-tech solutions to the agricultural space.

2016:     Western Growers Family of Companies consolidates more than 300 employees in four buildings to one headquarters location in Irvine.

MEET YOUR FUTURE VOLUNTEER LEADERS: Grant Talley

November 11th, 2021

Grant Talley
Production Manager, Talley Farms

Grant started spending summers working at his family farm at 12 years old. After high school, he attended Regent University in Virginia where he received his Bachelor of Science in business. After spending some time in Los Angeles, Grant moved home to join the family business.

Grant is currently overseeing the growing and irrigation at Talley Farms. He is a board member of the San Luis Obispo County Farm Bureau.

Journey with Grant through the images below as he shares a little bit more about his life.

*Grant is one of nine individuals selected to be in Class 6 of the Future Volunteer Leaders, a program that guides the next generation of leaders within Western Growers member companies interested in becoming more informed and effective advocates for the fresh produce industry.

The Farmworkers Behind the Greens

November 11th, 2021

By Stephanie Metzinger

Carefully hauling ladders from tree to tree, ninja-like workers skillfully scale up and down the tallest of palm trees to cut down bagged bundles with a machete-sized curved knife. These laddermen, called Palmeros, are the magic behind the harvest of the illustrious honey-flavored Medjool and Deglet Noor dates.

“A lot of people think of agriculture as an unskilled, low-wage job. That’s not the case here,” said Albert Keck, President of Hadley Date Gardens, in a recent social media video on date harvesting. “Being a Palmero requires a lot of strength and skill and also awareness of safety. On top of that, they have to do a quality job to bring in a quality crop. It takes a unique individual who is very strong with a strong work ethic, and I consider that all very skilled.”

He continued: “These workers are all very skilled and they earn very good wages.”

Palmeros are representative of the type of knowledge, precision and skill farmworkers possess across all crop types. For example, in Orange Cove, farmworkers use clippers as a second pair of hands to quickly harvest easy-peel mandarins. They move from tree to tree, oftentimes harvesting so quickly that you will only see a glimmer of the orange-colored fruit fall through the leaves. In Salinas, crews of workers move together as one traversing the fields, swiftly cutting heads of romaine faster than one can count.

By providing entry-level and skilled jobs for immigrants seeking to take the first step on the “American Economic Ladder,” the agriculture industry plays a positive role in the lives of migrant families and immigrant communities. Immigrants travel from Mexico and other countries looking for higher-paying opportunities that will allow them to utilize their skills while building a secure future for their families; agriculture provides that pathway for success. In addition to jobs, agricultural employers also offer a range of employee benefits to their farmworkers, including health coverage, paid time off (PTO) and company-paid retirement plans.

The gateway to success for these loyal, dedicated farmworker food heroes does not just stop at fringe benefits and job possibilities. Farmers are dedicated to advancing the professional and personal development of their workers and prioritize growth opportunities among their workforce.

Stories of career progression for field workers are commonplace among Western Growers membership. Below are just a few examples of real advancements made by real farmworkers.

(Editor’s Note: Some quotes were translated from Spanish to English.)

 

Anibal Escobar  |  Talley Farms

Working in the field allowed Anibal Escobar to pay for his education and graduate from college. Now he serves as Director of Compliance and Ground Operation Manager for Talley Farms, overseeing the farm’s food safety and employee safety programs.

“I immigrated to the United States in 1997 when I was 14 years old. I started working in agriculture because all of my family worked in agriculture,” Escobar said. “Working in the fields gave me the opportunity to finish my school because I paid for my education by working in the fields. I worked for the Napa crew for five years while I was in college. I am very grateful to Talley Farms who gave me the opportunity to start my career here. Now I oversee food safety, employee safety and other aspects for the company.”

 

Benita Ruiz  |  Mulholland Citrus

A 25-year Mulholland Citrus veteran, Benita Ruiz was promoted to Crew Lead/Nursery Manager 10 years ago.

“We decided to promote from within because Benita was really the perfect person. She had all the expertise and leadership skills we were looking for,” said Heather Mulholland, Chief Operating Officer at Mulholland Citrus.

Since being placed in charge of her crew, Ruiz has gained the respect of her team and has excelled beyond expectations.

“I had to gain the respect of a lot of people because they were not used to a woman giving them orders. At the beginning it was difficult, but over the years I have been gaining the respect of my co-workers. Now we have created a great team. I feel very happy and grateful to be working here at this job and that I have been given the opportunity to perform this work,” Ruiz said.

 

Alfredo Lopez  |  Bowles Farming Company, Inc.

Since starting at Bowles Farming Company as a tractor driver in 2001, Alfredo Lopez’s career growth has mirrored the company’s growth. As the company expanded to more crops and explored new technologies, Lopez advanced from mechanic to foreman—dabbling in everything from welding to testing new equipment and technology. He is now the Equipment Operation Supervisor.

“I came to this company in March 2001, and I began working on the tractor. During that time, this company only grew cotton and alfalfa, so there were not many job opportunities. But the company was growing and there were some people here who gave me more opportunities like Cannon (Michael) and the family. They have a lot of respect for their workers,” Lopez said. “When they released new technology, there were more opportunities for people, and that’s when they offered me the chance to help with their tractors. As each day passes, I want to learn more and do the best possible job. All the people around here feel very protected and grateful that the company is growing,”

 

Angel Gutierrez  |  Church Brothers Farms

Angel Gutierrez started off driving trucks in the field for Church Brothers Farms, and, throughout the years, has been offered numerous growth opportunities within the company. More than 10 years later, he now runs the entire trucking and maintenance program for the farm.

“Church Brothers has shown me that they care about me by listening to my ideas. They listen to me, and they acknowledge everything we do. This family-owned company has shown me that I am part of their family by letting me grow with them,” Gutierrez said.

PRESIDENT’S NOTES: About the “California Exodus”

November 11th, 2021

Raise your hand if you know someone who has moved out of California in the last several years.

I see a lot of hands out there.

Over the last year or so, there has been an interesting bit of back-and-forth over whether California is in the middle of an “exodus,” more specifically a quickening flight of people who work in our businesses and pay taxes.

The debate starts with a sharp disagreement on that question, which sort of precludes the next and more critical series of questions as to the factors that motivate people to quit California.

There are some indisputable facts, however, that ought to cause the elected leadership of the Golden State to reflect with objectivity on the role of public policy choices made over many years and the choices that can be made now.

The 2020 census showed California with a 6.1 percent increase in population during the decade prior, which continues a longer-term trend of slowing population growth here. But a more focused look on migration between California and the other 49 states sheds light on the debate as to whether there is, in fact, an exodus from California underway.

The Public Policy Institute of California (PPIC), a non-partisan think tank, reported that during the last decade, California lost about four times as many people with less than a bachelor’s degree as it gained in people with at least a bachelor’s degree. Similarly, PPIC researchers noted that the state lost nearly five times as many low- and middle-income adults as it gained in higher income adults.

This suggests a concerning flight of the state’s available workforce for many critical jobs. But wait, there’s more!

The state’s non-partisan Legislative Analyst’s Office (LAO), an arm of the state Legislature, reviewed Internal Revenue Service data and found additionally concerning trends in the last decade. The first is that the state is experiencing a long-term, and recently elevated, flight of taxpayers to other states. From 2017 to 2019, the net outflow of tax filers from California ranged between 150,000 and 175,000 each year. In a seeming contrast to PPIC, the LAO researchers concluded that the flight of taxpayers from California is “most pronounced among older and more affluent residents.” They also found that the segment of taxpayers most likely to have kids at home (age 35-44) had the “highest net outflows” of taxpayers.

It should be readily apparent to all that in a state with a growing population (albeit less robustly) requiring more public services, leaders ought to be worried about—and act to reverse—an annual flight of those among us who pay the taxes necessary to fund increasing public service demands.

Yet that isn’t what we’re seeing and hearing. Sure, in Sacramento there has been renewed talk about doing something to reduce the high housing costs that motivate so many to leave but building houses in California is incredibly expensive and there is no real push to address the environmental and other regulatory cost drivers that discourage new home construction.

If anything, California’s political and social elites are insistent that the state is as attractive as ever to those seeking opportunity. It is simply unbelievable to them to hear, as they do from so many advocates of the state’s agriculture industry, that while farmland can’t be moved to another state or country, the capital that drives farm production and expansion can move away, and is moving away, due to a multitude of factors, including several that are purely a function of the state’s regulatory climate.

The question again: Is California experiencing an exodus? Maybe it’s a matter of semantics, but for most of us there is no question that the number of people in our professional and social circles who have left or are committed to leaving soon has increased in recent years. At what point do the consequences become so apparent and grave that there is no longer any point arguing over data sets and semantics, and instead get about the hard work of resetting the state’s regulatory philosophy?

•   •   •

Now a word about someone who will not be among those to quit on California. In fact, even as California’s policies made farming so much more challenging, Carol Chandler chose to step forward as an advocate for sound agriculture policy and for recognition of this industry’s incredible contributions to her home state. Carol’s legacy of activism and engagement, not only in agriculture policy but also in higher education and more, serves as inspiration to countless others. Carol Chandler, recipient of the 2021 Western Growers Award of Honor, truly represents the best of California.

Inside Western Growers

November 11th, 2021

For 95 years, Western Growers (WG) has voraciously advocated on behalf the fresh produce industry and created a suite of resources to support specialty crop farmers. This includes offering health benefits for the agricultural industry, creating tailored risk management solutions, guiding farmers through the tangled web of H-2A, being a trusted resource during foodborne outbreaks and so much more. Beneath all these resources, however, lies the engine that fuels these support services: WG employees.

One employee, in particular, was recently honored for his tenacity in serving WG member farmers. Huy Truong, who serves as a Covered California for Small Business Financial Specialist at Pinnacle Claims Management Inc, was named WG’s Employees’ Choice Award recipient in October. Truong has worked at the company for nearly five years, handling everything from managing complex account reconciliations and resolving technical problems to generating ad hoc reports for special projects and actively assisting team members to achieve common goals for the organization.

An Inside Look at Huy Truong:

  • First WG Memory: My first Christmas at the company. During that holiday season, we had non-stop activities that completely transformed the workplace. Nothing but smiles filled the building.
  • Life Mantra: Learn by doing (yes, I’m a Bronco from Cal Poly Pomona)
  • Biggest Accomplishment: Graduating from college (with a bachelor’s degree in computer information systems). I remember just how proud my parents were of me.
  • Hobbies: Camping at national parks, photography and building computers.
  • Fun Facts:
    •  I am an action figure and statue collector.
    • I used to play classical guitar when I was in middle school. In fact, I was a bass guitarist for the band at the same time.
    •  I started out at WG as a temporary employee (this was my first job out of college!) After three months, I was made a permanent employee for a Financial Specialist II position and have since been promoted to a Financial Specialist III.

UPDATE FROM THE CENTER

November 11th, 2021

Five years ago, Western Growers launched its Center for Innovation and Technology (WGCIT), housed in the Taylor Farms building in downtown Salinas. WGCIT brings together the ag industry and firms operating in the technology space to actively work on some of agriculture’s most vexing problems.

Below is an update from some of the startups housed in the WGCIT:

Agtools

Agtools was selected as one of five finalists of more than 300 companies worldwide for a new Diversity In ClimateTech program for underrepresented founders tackling our world’s most pressing climate crisis. Diversity In ClimateTech is powered by Chloe Capital and Cornell University, and supported by the NYS Energy Research & Development Authority to recruit, educate, inspire and support the growth of companies led by Black, Indigenous, and People of Color and women founders on the forefront of clean energy innovation. Equally important, Agtools has started USA federal contracts worldwide impacting food and ag supply chain, in particular in the “Northern Triangle of Central America” while deploying a new product RFP for corporate accounts.

Burro

Burro has raised $10.9 million Series A funds to accelerate commercialization of its collaborative robot platform. With this funding, Burro plans to address growing demand from both existing and new customers by expanding to 500+ robots. To drive this growth, the company is dramatically increasing the size of its team, while also expanding the capabilities of its product. Along with adding the dexterity needed to pick table grapes, Burro will also extend its mobility autonomy into nursery and berry markets. Burro currently has 90 robots in table grape fields moving fruit 100-300 miles a day autonomously, six days a week. Burro allows workers to stand in the shade and pick/pack with a continuous flow of fruit out of the field. Burros are already transforming worker productivity with one Burro enabling six-plus people to harvest up to 48 percent more fruit per day creating an ROI in less than two months. Burros feature a patent-pending approach called Pop Up Autonomy, which means they work immediately out of the box by enabling everyone in a working environment to become an operator. The robots use computer vision and artificial intelligence to learn on the fly and to navigate autonomously from A to B while carrying various payloads.

GeoVisual Analytics

GeoVisual Analytics continues to deliver specialty crop measurement and predictive analysis tools to help reduce costs and improve yields year after year. These low-cost tools are built on a company-confidential basis around the individual way each grower-processor operates and the crops they grow. With its core foundation built from work with growers in the fields and national research agencies such as NASA, USDA and FFAR, GeoVisual’s data scientists build easily useable information focused on what clients see as the biggest problems or opportunities. GeoVisual claims to be a lean operation funded by family and friends who work side-by-side with the ag community to save money and time.

Hummingbird Technologies

Hummingbird Technologies is an artificial intelligence business that provides advanced crop analysis to its customers by using proprietary machine learning algorithms applied to remote sensing captured imagery. The expertise allows the company to go beyond providing analytics and toward servicing the growers’ true needs. Hummingbird generates variable rate fertilizer applications to increase the uniformity of plant sizes across the field before peak nitrogen uptake. These applications are delivered through side-dressers and allow growers to reduce nitrogen usage by up to 70 percent while increasing yield by up to 10 percent. Hummingbird has been working with selected partners in California and Mexico over the past few months and welcomes the opportunity to trial its product with growers on the West Coast.

Insero Solutions

Insero is introducing a new integration between the AgOtter spray controller and the Conservis farm management software that automates and simplifies the entire spray process, improving control and reducing costly mistakes. With this new partnership, a client can easily create a work order in the office, with Conservis, using their regulatory tools. That work order can then be sent via the cloud to their AgOtter to ensure that the application is being sprayed accordingly. With AgOtter’s full spray and flow control, the client can ensure that the application was sprayed by the regulatory standard set in the work order. Once the application is complete all data will then automatically be sent back to Conservis to debit inventory, analyze the data, compare efficiencies and more, all in one easy to use platform.

KipTraq

KipTraq has experienced tremendous growth, adding more than 20 new customers this year alone. Much of that growth starts with recommendations from existing customers and has been split between growers, harvesters and processors (both large and small), showing the diversity of the platform. KipTraq’s tools enable users to convert paper forms to a fully integrated mobile data collection solution in a matter of minutes. The web-based reporting tool adds another level of functionality, enabling easy-to-use analysis and automatic scheduled emailing of reports. KipTraq continues to innovate in food safety, environmental monitoring, field sampling, quality, operations, sanitation, inventory, integration with existing systems, and many other areas thanks to support and guidance from their agriculture customers.