Driscoll’s Innovation is Driven by its Mission

November 4th, 2022

Driscoll’s has long been an innovator in the fresh produce industry as it was among the first grower-shippers to establish a proprietary breeding program. Today it has a robust research and development team affecting all aspects of its company. It still has an innovative crop breeding program, and has brought that same forward-thinking passion to water efficiency, labor improvements, agtech adoption, global marketing and sustainability efforts.

“Everything we do is designed ‘to continually delight our berry consumers through alignment with our customers and our berry growers,’” said Scott Komar, Senior Vice President of Global R&D for the international berry giant, in articulating the company’s mission statement.

Komar and three other members of the R&D team recently sat down with WG&S to discuss the company’s journey in innovation and how its own path informed its decision to be a committed sponsor of the Western Growers Center for Innovation & Technology.

Speaking to that sponsorship, Komar noted that the ag industry has to learn how to do more with less and Driscoll’s applauds the effort that is WGCIT. Through the center, Driscoll’s team is connecting with other industry members and agtech innovators and fully embraces the concepts of collaboration and shared learning.

Komar gave an overview of Driscoll’s R&D drivers, while his colleagues did a deeper dive into their specific areas of expertise. The R&D department’s top executive said the many projects launched under that umbrella have the ultimate goal of improving its sustainable farming practices for the long term. He reiterated that “more has to be done with less” including less water, fewer inputs and less labor. Seemingly, each of those broad areas deserves to rise to the top of list, but Komar did add that in today’s water shortage environment, conservation and the efficient use of that resource has to be the top priority.

Driscoll’s Director of Sustainability Tannis Thorlakson discussed the overarching themes that are driving the company’s agtech solutions and the four approaches it is taking to achieve its goals. In the first place, she did note that berry production has to coexist with the urban environment “because berries like to grow where people like to live.”

It is a given that 21st century farming in any environment requires sustainable practices, but it’s doubly important when you are sharing the land in close proximity to urban environments. Thorlakson said Driscoll’s must use inputs sparingly and ultimately produce more fresh berries per input to continue to be successful. The company’s four main approaches on this front involve the more efficient use of water, the adoption of innovative agtech solutions to lower costs and increase production, the continuation of its proprietary breeding program to address these concerns when possible in the architecture of the plant, and finally—and most importantly—working with growers to adopt these innovative practices.

The Driscoll’s team reminded that the organization is heavily dependent on the hundreds of growers across more than 30 countries that grow its berries. Thorlakson noted that the innovations developed only become beneficial once they are adopted on the farm.

Michael Seagraves, Director of Global Plant Health Research, discussed several initiatives his department has launched to improve berry quality and reduce pesticide usage. One project utilizes ultraviolet light to control fungi; traps are also being used to eliminate bugs, which ultimately reduces the use of pesticides. Driscoll’s growers are also using beneficial flowers that work in strawberry fields to reduce pest pressure.

Seagraves also commented on Driscoll’s bug vacuum that was developed 30 years ago to literally vacuum the bugs out of the field. The machine was cutting edge when it was first used in the early 1990s and Seagraves says it has been improved and is still used in many situations.

Marta Baptista, who is the Global Director of Strategic Research and Development, discussed a range of projects that Driscoll’s has undertaken to improve its production practices. For example, one research team recently concluded a project where it looked at fertilizer and water use across 20 different growing sites. It discovered an eight-fold difference in production caused by environmental and management practices. She estimated that management practices accounted for roughly half of the difference. By developing best practices, Baptista said significant improvements can be made to lower input use while increasing yields.

She also discussed mechanical harvesting work specifically being done on raspberries and strawberries. While success on that front is a few years down the road, Baptista said it is on the horizon.

Another labor-saving project is one that involves the use of unmanned spraying equipment. Management of cover crops also is being researched as another way to reduce the use of inputs.

Several of the Driscoll’s researchers discussed how the breeding program is being utilized to reduce labor. In other countries in which it operates, most notably Australia, table top production makes it easier for workers to harvest the berries. Strawberries are literally being grown above the ground on table-top type structures. “There is extremely high use of table top farming in other areas,” said Komar, indicating that the need is greater there because of lack of labor and the high cost of labor.

He added that the worldwide breeding program has multiple goals including altering the architecture of a berry plant so that the berries can be harvested faster and easier.

Eric Reiter of Reiter Affiliated Companies, as well as a Driscoll’s Board Member and a grower, talked about some of the innovations that are making their way to the field. Reiter is focused on increasing plant density in the field, which can speed up the harvest and maximize labor, which he noted is becoming scarcer every season.

He added that better management of farm practices is an important strategy that can eliminate waste in the system and ultimately achieve the goal of doing more with less. Reiter said the fallback position of a farmer is when in doubt use more water and more nitrogen. He believes greater adoption of precision farming practices by utilizing agtech data offers great opportunities down the road to use fewer resources.

Komar said another project that Driscoll’s has launched with Plenty Unlimited Inc. is the use of indoor farming projects to grow berries. The first facility is being built on 120 acres in Richmond, Virg., with production expected in time for the 2023-24 winter season.

All these innovations and the research programs behind them are allowing Driscoll’s to remain the unchallenged worldwide leader in the berry category as it continually “delights” the world’s berry eaters. 

IntelliCulture Offers Digitized Equipment Management Platform

November 4th, 2022

Founded in Ontario, Canada in 2018, IntelliCulture provides equipment management software for farms to provide insights into spray coverage, operational health and labor management.

The founders of the company were engineers working in the automobile industry in the autonomous space when they decided to launch their company to apply their learnings to the agricultural world and farm equipment. CEO & Co-founder Cole Powers told WG&S that when he and his partners started the company, they spent a lot of time talking to local growers in Ontario to see what they needed and how data could help the farmer do a better job managing his equipment and farming practices.

The company’s evolution was quick, and they soon opened an office in Salinas, Calif. in the Western Growers Center for Innovation and Technology. What has emerged is a plug and play platform that can digitize and automate farm equipment management, including keeping track of tractor operations and maintenance schedules. Since inception, Cole said IntelliCulture has grown to serve growers across North America, ranging from small-town family operations to Fortune 500 wineries.

The closing of IntelliCulture’s seed round funding earlier this year is allowing the company to grow its team, expand its coverage and work on new offerings for its core products.

Powers said initially the company has achieved success with customers in orchards and vineyards and is looking forward to expanding its row crop business. “Our system is crop agnostic,” he said, noting that it can work equally well on a small farm or a thousand acre vineyard. The company has found most of its success with high value crops in the specialty ag space.

In a nutshell, IntelliCulture outfits a company’s farm machinery with a plug and play device loaded with its proprietary software. The device captures data as the machinery moves through the fields doing various activities from spraying to harvesting. That data is available to the farm in a variety of ways including through a live view on a computer or a smart phone. The data is also used to generate reports that can inform a grower about the exact number of acres sprayed or harvested and where the machine began and ended its work that day. The software package also keeps track of the number of hours the machine has been in operation and automates the maintenance schedule.

Powers said that by outfitting the entire farm with devices, growers can better understand their spray coverage and efficiencies, as well as manage upkeep of their assets.

He said typically growers have used whiteboards and journals to keep track of that information. He added that one large Salinas Valley customer has equipped 300 of its machines with the IntelliCulture system. “The farm manager can keep track of each of those tractors in real time,” Powers said. “And the CFO can track all the tasks and the time it takes for better budgeting the following season.”

He added that the equipment manager also knows exactly how many hours each tractor has been running and when it needs to be serviced.

In announcing its seed funding success, IntelliCulture noted that it is in the review of seasonal data that offers the best ROI. The company believes that the data being generated is where the future of the platform lies. The data can be used to build predictive algorithms for overall farm planning and operation. The company reports that some of their long-standing customers are already redesigning their future vineyard layouts and managerial practices based on the recommendations from the IntelliCulture platform to realize efficiency gains in excess of 30 percent.

From a cost perspective, Powers said IntelliCulture’s system is very affordable. The plug and play equipment can be installed on virtually any tractor make and model for an average of $150-$200. The data being generated through the IntelliCulture’s platform is available on a pay per use subscription basis. He added the typical machine being used on a full-time basis would be generating data at a cost to the user of about $500-$700 annually.

Powers also noted that the IntelliCulture software can typically work with any GPS system already installed on a tractor, negating the need for the additional hardware. And looking further in the future, he said IntelliCulture will be a great addition to autonomous machines as they are developed and employed by farmers. At the click of a smartphone app, a farm manager will be able to know where all their equipment is and all the tasks they are performing in real time.

Standardization in Agtech Automation: Good News for Growers

November 4th, 2022

By Walt Duflock, Vice President, Innovation

The cost for an agtech startup to build its initial product and get it into market are among the highest for any tech segment. It frequently runs $50-100 million to get a version 1.0 product into market with partners or direct sales teams that can sell and support it.

Roughly two-thirds of that cost is the initial product effort, including both early R&D and product development, and the rest is spent on getting the product into market and into customer fields, often in multiple markets (a requirement because growers typically need multiple growing regions to support year-round product availability).

This type of fundraising requirement can work for weeders and thinners, where one automation solution can work on multiple crop types with minor adjustments. However, for harvest automation, where in most cases it takes one startup to succeed for each crop type, this amount of fundraising can be very difficult. The total market for a solution for one crop is a lot smaller than one that can handle multiple crops. Also, the amount of product development effort for something that requires a gentle touch (like harvest) is much more stringent than weeding or thinning, which destroy weeds or extra plants by design.

Given that, the more that can be done to reduce the capital and time required for agtech startups to get to a 1.0 version of their product, the higher their chances of success. Western Growers is working with multiple partners on a tech stack that can help by producing a set of reusable “Lego style” components that can be used by all agtech innovators (big and small). This will help with reusable image libraries and other key components that are important requirements but are not huge competitive differentiators. This means they can be commoditized, and startups can focus on the key areas where there is intellectual property (IP) to be protected and valuation to be captured by the startup.

Even as the tech stack is getting developed, it is clear that startups are getting the message and standardization is happening on multiple fronts. First, in the operating system (OS) space, which startups need to act as the brains of the entire automation solution, more and more startups are leveraging Linux or ROS (Robotic operating system) as their core architecture OS. Over the last couple of years, fewer startups have felt the need to develop a brand new ag-style OS and have opted to go for industry standards like Linux or ROS because they keep improving and it gets harder to justify the investment in a new OS that only your startup will be using.

Second, the device format for a lot of the key players is beginning to standardize. Startups like Verdant Robotics and Stout AgTech have, from launch through development, focused on a “back of the tractor” implement format which allows them to leverage tractors that almost all farmers have so they can concentrate on just developing the machine that does the task. Recently, Carbon Robotics and Farmwise, two of the leading players in weeding robots along with Stout and Verdant, redesigned their core products to a back of the tractor format. This may seem trivial, but the cost and time savings it generates can be significant.

Third, the use of standard image libraries has begun in strawberries, thanks to some great work by John Lin of the California Strawberry Commission and the Cal Poly Strawberry Center. Lin has led the development of the initial library, and the efforts behind it to get all startups to better understand what is possible (and what isn’t) for various types of image libraries.

Taken individually, this looks like three straightforward advancements—standardized OS options for agtech startups, standard implement format for the equipment, and standard image libraries. I believe the stronger point is that all three are happening at the same time. This is a good sign for the space because it means the startups are acknowledging there is no competitive advantage to spending extra time on OS/implement/image library development, and instead are focused on development in the areas that are more likely to generate intellectual property that can be protected and secure an advantage in the marketplace.

In the long run, this should be good for startups because cycles for R&D and product development should shrink, along with their capital requirements. I expect this standardization to continue and extend to other items, which will help costs and time required for startups to decrease further as more components are standardized. Equally important, it should be good for growers because quicker startup cycles will help get the products into field trials and into market faster, and that’s the best result for growers, who are ready to adopt new agtech when solutions are ready for market.

 

Grimmway’s Jeff Huckaby Named Grower of the Year at the Organic Grower Summit

November 4th, 2022

This year, OGS provided growers with firsthand knowledge and information in areas ranging from agtech to food safety to sustainability, and the events at the Hyatt Regency Monterey Hotel & Spa gave attendees the opportunity to watch cutting-edge panels, listen to keynotes from industry leaders and attend vital networking opportunities.

This year, the Grower of the Year was awarded to Jeff Huckaby, President of Grimmway Farms, headquartered in Bakersfield, Calif. During Huckaby’s 25-year tenure at Grimmway, the company’s organic program has grown from several hundred acres to more than 40,000 acres of certified organic ground. Huckaby was honored during a VIP reception at the Hyatt Regecy’s President’s House during the evening of Nov. 30.

Among the other panels:

*The keynote presentation, “Grower Rountable: The State of Organic Growing” was moderated by Western Growers President and CEO Dave Puglia, and feature Tom Nunes V, President of The Nunes Company; Michael DuPuis, Quality Assurance and Public Relations Coordinator at Divine Flavor and Brie Reiter Smith, Vice President of Product Leadership at Driscoll’s. “While consumption of fresh organic produce continues to climb, domestic growers face an unprecedented array of regulatory and marketplace challenges that threaten future growth,” Puglia said. “The leaders on this panel will share valuable insight into the state of the organic industry and strategies for turning obstacles into opportunities.”

*“Exploring the National Organic Research Agenda” was moderated by Brise Tencer, Executive Director, OFRF and Haley Baron, Partnership and Development Manager, OFRF, and feature panelists Steven Cardoza, Co-Owner, Cardoza and Cardoza Farms; Javier Zamora, Owner JSM Organics; Ari De Lara, NRCS and Asia Hampton, Program Manager, CA FarmLink.

*For ”Get Ahead of the Curve and Avoid Regulatory Speedbumps,” John Foster, COO of Wolf & Associates, moderated a panel discussion with Emily Musgrave, Organic Program Manager, Driscoll’s; Connie Karr, Certification Director, Oregon Tilth; and Tom Chapman, CEO and Executive Director, OTA; Robert Yang, Accreditation Division Director, NOP/USDA; and Jake Evans, Owner and CEO, True Organic Products.

*The panel ”Less Chemistry and More Biology” was moderated by Dennis Donohue, the Director of the Western Growers Center for Innovation and Technology in Salinas, Calif. Panelists included Pam Marrone, Advisor, Bioceres Crop Solutions; Don Cameron, Vice President and General Manager of Terranova Ranch; and Denise Manker, Director of Global Agronomic Development, Biologics, Bayer CropScience.

*At 10:45 a.m. on Nov. 30, Walt Duflock, VP of Innovation at Western Growers, will host “Meet the AgSharks,” a group of agtech innovators who were selected to present to the hundreds of growers, packers, shippers and industry leaders that attend the 2022 Western Growers Annual Meeting. Presenters included record-setting AgSharks winner Nutjobs alongside finalists En Solucion and SWAN Systems.

*”Technology and Robotics – Expanding On-Farm Profitability” took place on Dec. 1 at 9 a.m. The moderator was Seana Day, Partner, Culterra Capital. She was joined by panelists Paul Mikesell, CEO and Founder, Carbon Robotics; Gabe Sibley, CEO and Co-Founder Verdant Robotics and Bart Walker, President, Pacific Ag Rentals.

Please visit the Western Growers Facebook page to see photos from the event.

 

 

Helping Employees Navigate Their Health Benefits

November 4th, 2022

By David Zanze, Executive Vice President of Western Growers Assurance Trust

Health insurance is one of the most important investments we make, but for many it has also proven to be one of the most complicated. According to the 2022 Health Insurance Knowledge Snapshot commissioned by Justworks and conducted by Harris Poll, many employed adults find that they’re lacking in knowledge when it comes to their health care benefits. So how can we expect employees to make these important decisions when they don’t understand the full scope of their benefits?

According to the survey:

•   More than half of participants feel they aren’t getting the most out of the health insurance options available to them

•   More than half don’t understand the full scope of what their current health insurance offers

•   Nearly 70 percent of younger adults aged 18-34 are more likely to incorrectly answer basic facts about health insurance—specifically the definitions of a deductible, coinsurance and copayments

When consumers lack an understanding of their health benefits, they miss opportunities to reduce health care expenses and increase savings. Employers who provide proper resources and training opportunities empower their employees to make informed decisions so they can stay healthier, avoid unnecessary trips to the emergency room and better manage their chronic conditions. As employers, it’s imperative to ensure your workforce is fully aware of the benefits available to them.

Since we’re in the midst of open enrollment, we’ve provided some tips for employers on how they can help their workforce better understand and make the most of their health plans:

 

Connect and engage with your employees.

Open enrollment is a great opportunity each year to provide your employees with additional information about the company and solicit feedback. This is a good time to include information in employee packets about how they can provide suggestions regarding their benefits, the organization and available resources. Improved communication and engagement with employees can lead to enhanced productivity, satisfaction and retention.

 

Show employees the value of their benefits.

You may want to consider including a breakdown of what benefits really cost you as an employer when compared to the smaller percentage paid by employees. You can demonstrate what your employees get in health care, 401(k) matching funds, time-off pay, and other benefits your company provides. When employees see the value of their benefits, it can help them appreciate what your company is offering.

 

Provide benefits information as it applies to an employee’s life stages.

When it comes to health benefits, there is no such thing as one size fits all. Provide some information and give examples of what types of benefits might work best for different stages of your employees’ lives. For example, you can compare benefit plans for young singles, couples with no children, couples with children, and employees nearing retirement.

 

Offer continued support.

Health insurance isn’t just a discussion that should take place once a year. Benefits information should be shared, updated and distributed year-round, and not just before open enrollment or during the on-boarding process. These reminders can be simple. For example, when flu season rolls around, you can send out a communication that reminds employees of the importance of getting their flu shot. That reminder can include available locations on where they can get their shots and how they can stay healthy during flu season.

As part of WGAT’s commitment to members, we build relationships and establish trust with our plan participants, providing on-site support and health benefits education. All WGAT plan participants have access to our bilingual team of client service representatives. The role of our representatives is to elevate and empower plan participants and assist them with any questions they may have regarding open enrollment, explanation of benefits, claims, and more. We also make onsite educational visits to promote healthy behaviors and help lower the risk of chronic diseases and other health conditions. If you’re interested in a WGAT plan, contact Western Growers Insurance Services for more information at (800) 333-4WGA.

 

In addition to serving as executive vice president of Western Growers Assurance Trust, David Zanze is the president of Pinnacle Claims Management, Inc.

 

 

The Selfless Leaders: WG’s Board of Directors

November 4th, 2022

As we close out the year and come together at the Western Growers Annual Meeting to celebrate all that our industry provides, endures and surmounts, I find myself reflecting a bit more than usual about the foundational strength of this association: Its board of directors.

Naturally, anyone in my position should think a lot about the men and women to whom he reports. But this year as we thank an unusually large number of WG directors concluding their board service, I am especially grateful to them, and to all who set aside their personal and individual business interests to volunteer their time, experience, wisdom and engagement to shepherd this association and advance the interests of the entire industry.

It ain’t easy.

The sheer number of policy and industry challenges, threats and even some opportunities, has never been greater in my 17 years with WG. Into the maelstrom steps the WG board of directors, four times per year and sometimes more. I am sure many of our directors ask themselves whether the frustrations that come with repeatedly confronting ignorant and even hostile political and regulatory officials and agencies is worth enduring.

Julius Caesar said, “It is easier to find men who will volunteer to die, than to find those who are willing to endure pain with patience.” Apart from updating the emperor’s gender-specific terminology, I would point to the men and women who have served, and currently serve, on the WG Board of Directors as proof of Caesar’s miscalculation. They prove, in ways large and small, their willingness to endure pain, although not so much with patience as persistence.

Western Growers is unusual in that very few trade associations empower the members themselves to democratically select the association’s directors. Thirty-eight of WG’s 45 directors are nominated and voted onto the board by the association’s members in 13 geographic districts. By contrast, most trade association boards (agricultural and otherwise) fill vacancies by empowering the board itself to select new directors.

This keeps our association solidly grounded to the membership we serve, and it is in that spirit that we extend our heartfelt welcome to new directors joining this distinguished board.

To further deepen and strengthen the connections between our directors and their constituents, and thereby enhance the responsiveness of the association to our members’ needs, we are accelerating an initiative that I had hoped to launch in my first year as President and CEO. But with all of six weeks under my belt, COVID got in the way. With that behind us, WG board members will be organizing and hosting in-person meetings for WG members in each district to more frequently provide input to their elected directors as well as to me and other WG executive staff. In years past, our district meetings became, in my humble opinion, too centered on WG staff and not enough on the directors elected by WG members themselves. By the time you read this, we will have completed the first such WG Director-led district meeting in Coachella with more on the way. I hope you will be on the lookout for an announcement and can carve out some time to participate.

The men and women who step forward as Western Growers directors are selfless leaders indeed, and we can all find a bit of time to help them and thank them in these difficult times for our industry.

Five Myths About the H-2A Program

November 4th, 2022

By Jason Resnick, Senior Vice President and General Counsel

Labor shortages in agriculture are nothing new. For decades, farmers, ranchers and farm labor contractors have struggled to consistently access all the labor needed to get the job done. There is little doubt that agricultural employers are struggling, more than ever, to find the workers. But there is one sector not experiencing labor scarcity: H-2A users.

With persistent domestic worker shortages, producers are finding it increasingly difficult to source the labor needed to harvest labor intensive, highly perishable crops. H-2A users have concluded that not having labor is much more costly and vexing than using H-2A workers, with all its attendant costs and compliance burdens. Many who are reluctant to dip their toes into the H-2A waters are hanging onto outdated facts or just plain misinformation. Here are five common myths about the H-2A program.

 

1.  H-2A Represents a Tiny Fraction of Agricultural Labor

That was true, but no longer. Fifteen years ago, only a miniscule fraction of U.S. employers used the H-2A program. In FY 2006, fewer than 1 percent of U.S. farm employers used the program, and just over 50,000 jobs, representing fewer than 2 percent of U.S. hired farm worker job opportunities, were H-2A certified. In policy discussions, industry often argued that this was because of the high costs and administrative difficulty of using the program. And this was true when compared to the relatively lower cost and ease of sourcing domestic labor when George W. Bush was President.

But in the intervening years, as the domestic labor pool has dried up, there has been an explosive growth in program usage, particularly in California and the west. By FY 2012, about 85,000 seasonal farm jobs were certified with H-2A workers. Of those, 2,862 positions were in California, 2,375 were in Arizona and Colorado had fewer than 2,000 certified positions.

Since 2000, the H-2A program has quadrupled in size, and California has become one of the top three H-2A states. In FY 2021, the U.S. Department of Labor certified 317,000 seasonal farm jobs with H-2A workers. California has been one of the fastest growing H-2A states, with more than 32,000 certified H-2A jobs in FY 2021, while Arizona had just under 11,000 certified H-2A jobs. Of the 1.1 million crop cultivation jobs in agriculture nationwide, California accounts for 390,000 of these jobs. H-2A workers represent a growing portion of those jobs in the U.S. and California.

 

2.  H-2A is Only Used by Large, Sophisticated Employers

Large, sophisticated employers have certainly gravitated to the H-2A program, but smaller producers have also taken advantage of the program’s benefits. Last year, Western Growers H-2A Services secured as few as one H-2A certified worker to as many as 132 H-2A certified workers on behalf of small farms and producers. While we have brought in more than 1,000 H-2A certified workers for a single large employer, our small producer members brought in an average of 29 H-2A workers. Many member clients brought in fewer than 10 workers. These small farmers have successfully utilized the program, and typically retain and bring in the same crew of H-2A workers, year after year.

 

3.  You Need an Agent or Attorney to Use the H-2A Program

The H-2A temporary agricultural program allows agricultural employers who anticipate a shortage of domestic workers to bring nonimmigrant foreign workers to the U.S. to perform agricultural labor or services of a temporary or seasonal nature. Associations, agents, attorneys and H-2A labor contractors can file on behalf of agricultural employers. But ag employers don’t have to use these third parties to file their H-2A application.

It’s fairly straightforward to complete and submit the Form ETA 790A (H-2A job order) and Form ETA 9142A (H-2A application) to the U.S. Department of Labor (DOL), as well as the Form I-129 Petition for Nonimmigrant Visa with United States Immigration & Customs Services (USCIS). The advantage of using an agent or attorney who specializes in filing H-2 applications is that they are typically aware of program changes and new interpretations of DOL that help ensure the H-2A process goes smoothly, and can react promptly to deficiencies or issues that may arise. Mistakes in your H-2A job order, application or petition can potentially cause significant delays in obtaining workers or may result in compliance lapses with potential substantial penalties. So, while it is true that you don’t need an agent or attorney to file an H-2A application, most H-2A users find value in using an experienced H-2A agent or attorney for the application piece, so they can focus on harvesting product or providing labor.

 

4.  The H-2A Program is Unduly Burdensome, Unreliable, Costly and Prone to Delay

There is no question that the H-2A program imposes compliance obligations that are more burdensome than at-will employment. Most employers who use the program do find it to be burdensome, but not necessarily unduly burdensome. And it does get easier to manage with each season.

For many years, H-2A applications were submitted by paper and overnighted to DOL. Communications between the agency and the employer were by snail mail. Employers had to post advertisements of H-2A job openings in several newspapers. DOL lacked sufficient staff to timely process applications or resolve issues. Petitions filed with USCIS took weeks to be approved.

That all changed several years ago. Now applications are submitted electronically. Communication with DOL is conducted via email and it is typically fast and responsive. There is no longer a requirement to post newspaper ads. DOL generally has the staff to process H-2A applications quickly and USCIS typically approves H-2A petitions within a few days. To ensure that applications get approved quickly and workers arrive timely, it is a best practice to file at the earliest time available—generally 75 days before the requested start date.

Now, the only sure way to get a reliable source of labor is through the H-2A program. With H-2A, you are sure to get agricultural workers who will arrive at the start of the season, work each day offered throughout the season, and work until the end of the contract period. By bringing in the same workers year after year, employers report ever-increasing efficiencies and greater productivity.

Does the H-2A program cost more than using domestic workers? Yes, if you can get domestic workers. H-2A workers must be paid a minimum wage—typically the adverse effect wage rate—which is $17.51/hour in California, $14.79/hour in Arizona and $15.58/hour in Colorado, all higher than the state minimum wage in those states. If you pay on a piece rate and workers earn at least the AEWR anyway, then you’re paying no more in H-2A wages than you would pay otherwise. The biggest expense is housing, which must be provided at no charge to the worker. In addition, H-2A employers must pay the cost of inbound and outbound transportation and subsistence for inbound/outbound travel, visa costs, certification and petition fees, among other costs. Using H-2A definitely costs more than using only domestic labor. But the cost of not having reliable labor and not being able to harvest the crop may be greater.

 

5.  Western Growers Does Not Provide H-2A Services

False! Western Growers has offered H-2A Services exclusively to Western Growers members for the past 16 years! During that time the number of H-2A applications and petitions Western Growers H-2A Services has filed on behalf of members has grown each year. In FY 2021, Western Growers H-2A Services successfully filed over 100 H-2A applications and certified nearly 6,000 workers. That number is trending considerably higher in 2022.

Western Growers H-2A Services is managed by me. I oversee every application and the professional staff that work on H-2A applications 52 weeks a year. We file applications for Western Growers members in California, Arizona, Colorado, Nevada and New Mexico.

We work with a certified ethical recruiter and facilitator in Mexico to ensure that our members do not encounter illegal recruiting issues.

 

Why should Western Growers members use Western Growers H-2A Services?

1.  We are subject matter experts who work exclusively on H-2A every day. We file early and often to ensure our applications are promptly approved so our members get their H-2A workers when they need them.

2.  Compliance training and resources are included in our services so that members understand their obligations under the H-2A program and don’t run into surprises.

3.  We are member owned. Just like all WG services, the profits that come from H-2A Services are invested back into Western Growers Association to pay for the legislative, legal and regulatory advocacy work and other free services that the Association provides its members. When you use Western Growers H-2A Services, you are helping to make the Association stronger and more effective on behalf of the industry.

To learn more about the H-2A program and Western Growers H-2A Services, please contact Jason Resnick ([email protected]) at 949-885-2253.

 

California’s Capitol Dome Shouldn’t be the “The Big Top”

November 4th, 2022

By Matthew Allen, Vice President, State Government Affairs

Attending the circus can be a really fun time for your family, especially for the kids. It’s amazing to watch all of the magical acts, animal tricks and acrobatics taking place. It’s fantastical, and that’s exactly the feeling and impression that you are supposed to have. Attending the circus affords an outlet to temporarily forget the pressures and challenges of daily life and merely sit back and enjoy the sights and sounds.

One doesn’t go to the Capitol in Sacramento and expect to see anything approaching a three-ring circus atmosphere. Yet, that is exactly the progression that the Legislature and state administrative agencies have been on for several years. Priorities are misplaced and most of the emphasis goes to the talking point or press release versus the actual language within a bill. Agricultural and business advocates are faced with this reality every day. Legislators review a bill and largely determine their stance based upon who is in support and opposition. They rarely read the language. This is very disheartening. There have been numerous occasions when a legislator has informed me that a particular bill is a bad idea but he or she would give it a courtesy vote in order to continue the conversation.

Most recently, when presenting a bill this August that would have further lowered California’s greenhouse gas emissions targets, an Assemblymember was asked by a Senator how the reductions would be achieved. The Assemblymember stated, likely accidentally, what the overriding belief is. He stated that somebody else will have to figure that out. The inference here is shameful. The state will set the goals that may or may not be achievable. These goals may or may not have severe economic consequences on our state. The state is not sure how implementing these reductions will help the climate. The list goes on and on.

Unfortunately, this lack of clarity and intentional disregard to how policies will be fairly, economically, and reasonably implemented is permeating the entire legislative and regulatory process. State agencies perform mental gymnastics in order to create an illusion that a particular regulation will not have any significant economic impact. Amazingly, most rulemakings don’t even have to take into account other related regulatory costs or impacts.

Answering the “how?” question on legislation and regulations is vital. Otherwise, the state is simply setting consumers and businesses up for failure. Very important questions are looming unanswered. WG is front and center in demanding answers in numerous policy areas. How is the state going to move to “sustainable” use pesticides without harming our industry? What does “sustainable” even mean? How will we be able to move our produce from farm to market using electric pickup trucks and big rigs when there are no charging stations? How are we going to store and deliver more water to our farmers in order to ensure food security?

Perhaps I have done a disservice to the circus since circus performers have to practice and practice in order to ensure that the show goes off without a hitch. Not so with California legislators. On the most important issues of the day like water, labor, and crop protection, it’s apparently perfectly acceptable to address the disaster after it has occurred.

FDA Needs Structural Change to Emphasize Prevention

November 4th, 2022

By Sonia Salas, AVP, Science

On Sept. 26, 2022, the U.S. Food and Drug Administration (FDA) announced it is working on developing food safety prevention strategies. Specifically, they shared their first two strategies for 1) salmonellosis and listeriosis associated with imported enoki and wood ear mushrooms and 2) salmonellosis associated with bulb onions. (Additional details are on the FDA Food Safety Prevention Strategy webpage.)

For years, Western Growers has encouraged the agency to focus on and devote resources to promoting prevention instead of primarily advancing compliance-based activities such as inspections, product surveillance sampling and outbreak investigations. We agree with the agency that preventing foodborne illness in fresh produce requires active partnerships among industry, the FDA and various stakeholders, which are founded on collaboration and trust. This all sounds great on paper when, in reality, it is not happening.

Implementing the Food Safety Modernization Act (FSMA) regulations has been cumbersome and slow; many believe this is primarily due to the agency’s fragmented organizational structure, which has detrimentally affected the FDA’s culture and sense of accountability. This is corroborated by an independent review of the national food control systems of Australia, Canada, New Zealand and the United States, which was released by the U.K. Food Standards Agency in December 2021. It revealed significant differences in how each country implements and enforces food safety regulations. The review found that the United States’ development and enforcement of food regulations are fragmented, with responsibilities being split among multiple entities leading to unequal regulatory oversight for different regions and foods.

The FDA’s current emphasis and use of public resources to conduct inspections and sampling assignments promote a compliance-centric agenda that provides limited opportunities for the industry to learn from these activities. Even outbreak investigations have not shed light on insights for the industry to learn and adjust.

So, what is needed?

In keeping with the agency’s “Blueprint for A New Era of Smarter Food Safety,” food safety prevention strategies would leverage technology and data science to identify, establish and implement the practices and measures that have consistently been shown to reduce foodborne illness outbreaks. For prevention strategies to work, ALL stakeholders must work together, and the agency must shift food safety focus away from compliance and toward prevention strategies. Continuing to operate in individual silos has not resulted in substantial progress.

As previously stated, the FDA’s current areas of focus (inspections, sampling assignments and outbreak investigations) are not preventive and have resulted in very few valuable insights or learnings for the produce industry. We know that relying on FDA inspections as a primary regulatory tool is not an effective barometer of food safety. We also know the produce industry is not learning how to prevent contamination from sampling assignments or outbreak investigations.

Prevention is not a “one-and-done strategy” and requires education, outreach and technical support. We need to work smarter and not make it more difficult for domestic produce growers to offer safe and healthy food sustainably. One example of a collaborative effort related explicitly to a foundational pillar of the FDA’s Blueprint for a New Era for Smarter Food Safety would be using private-public data trusts similar to the aviation industry. The Federal Aviation Administration, in collaboration with the airline industry, employs a cooperative framework that incorporates investigation, data collection, risk analysis and information sharing to create prevention strategies and reduce failures. Western Growers urges the agency to make structural changes within the organization, shift focus to advance prevention strategies, and, more importantly, embrace data science, technology and innovation in advancing efforts. While cultural and structural changes may take time, we are asking the agency to consider the following three crucial immediate actions:

1.  A robust, sustained prevention agenda for farms that includes increases in state support and authority

2.  Realized commitment to the four core elements of the agency’s New Era of Smarter Food Safety

3.  FDA investments in food safety programs focused on applied research, outreach, and education.

If we continue under the present model of allowing the development and implementation of foodborne illness detection efforts to outpace the necessary development of prevention programs, we will fail the consumer by undermining the accessibility, affordability, and trust in these nutritionally essential foods. Effectively reducing failures (outbreaks) in the produce industry requires a mindset change from compliance-centric to sound prevention strategies.

 

Trade Practices: WG’s Transportation Program Makes Notable Adjustments

November 4th, 2022

The Western Growers Transportation Program (WGTP) is an exclusive, turn-key benefit for Western Growers members. Through C.H. Robinson (CHR), this personalized program meets the needs of the most challenging supply chains, providing high-quality service coupled with the latest logistical technology to optimize distribution patterns and lower delivered costs.

Western Growers (WG) is thrilled to announce a few updates to the transportation program. The program’s management is now being overseen by WG’s Trade Practices Manager Bryan Nickerson, who specializes in representing suppliers through PACA reparation actions, dispute resolution consultation and claims activity by recovering monies due and owed to WG members. Additionally, the WGTP is enhanced by welcoming back CHR’s transportation veteran Lauren Singh to the account management team. She previously directed the WGTP and the Monterey Commercial Transportation team. In Singh’s new role as WGTP / CHR Transportation Director, She will now supervise the strategy, account management team and execution of the WGTP. Singh’s team specializes in complex produce supply chains and aims to provide an industry-leading experience for all Western Growers members.

Prior to joining Western Growers’ staff in 2008, Nickerson already was a third-generation agriculturist. He was born and raised in the Coachella Valley with a passion for farming in his blood. Some of his core childhood memories were the duties and responsibilities he was delegated on the farm; everything from field preparation to post-harvest. Nickerson eventually worked his way up to direct the bell pepper packing operations for Prime Time International. He graduated from San Diego State University in 2003 and is an alumnus of the California Agricultural Leadership Program, Class 48.

Singh also hails from the farming community, as she grew up on her family’s dairy farm in Moss Landing, Calif., and spent many summers helping with the animals and daily chores. She started at C.H. Robinson in 2009 as an intern while finishing her degree in agri-business at California State University at Monterey Bay. In her previous time at WGTP, she graduated from the Key Account Sales Program as well as the Leadership Networking Circle. In 2019, she transitioned to Robinson Fresh selling into Trader Joe’s warehouse and distribution network.

Through C.H. Robinson, WGTP’s personalized, delivered program meets the needs of your most challenging supply chains with its reliable service. For over a decade, the program has offered turnkey supply chain solutions. These best-in-class services include truckload, LTL, intermodal, refrigerated warehousing and forward distribution. Shippers receive access to national surge capacity, guaranteed customized pricing options, transportation performance analytics and individual account management.

By enabling shippers to realize improved logistics efficiency through management of spend, carrier performance, and market risk, the WGTP is a unique member benefit that provides a substantial competitive advantage.

In addition, C.H. Robinson has introduced its technology platform Navisphere to the WGTP. This platform incorporates features uniquely suited to small and mid-sized shippers. These features include:

 

Account Management Tailored for You

•   Each participating shipper is assigned a C.H. Robinson Account Manager

•   Worldwide network with a singular point of contact

•   Collaborative claims resources through C.H. Robinson and Western Growers

•   Operating 24/7/365

•   Monthly and quarterly economic and market updates

 

Pricing to Create Sales

•   Pricing available to all major U.S. and Canada markets

•   Full truckload, less than truckload (LTL), warehousing, cross-dock services etc. available

•   Tailored pricing (ad, promotional, seasonal and contract)

 

Navisphere® Technology Platform Tools

•   Online access and visibility to shipments

•   Executive scorecards for performance benchmarks and continuous process improvement

•   View and print documents, including bills of ladings, proofs of delivery, weight tickets and inspection reports

•   Manage accounts payable

•   Generate customized transportation performance and expense reports

 

Freight Services for Every Need

•   Temperature controlled and ambient shipping solutions

•   Intermodal, Rail, Ocean and Air services

•   Warehousing and forward distribution

•   Available for all shipper freight needs (fresh, processed products, machinery, packaging, etc.)

 

If you would like more information on the Transportation Program or would like to schedule a consultation, please don’t hesitate to reach out to Bryan Nickerson at 949.885.2392 or [email protected], or Lauren Singh at 831.392.7061 or [email protected].

U. S. Senator Profile Q&A: Sen. Alex Padilla

November 4th, 2022

By Tim Linden

Sen. Padilla was first elected to the Los Angeles City Council in 1999, serving for seven years. He also served in the California State Senate and as California Secretary of State before being appointed to the U.S. Senate in 2021. He was on the November ballot to both complete the current term and serve a full term.

Give us a thumbnail sketch of your background?

My parents arrived in California from different regions of Mexico in the 1960s with little formal education, but a tremendous work ethic and big dreams. They met in Los Angeles, fell in love, decided to get married and applied for green cards. I am forever grateful for their decision to pursue the American Dream. For 40 years, my father worked as a short-order cook. Hard work. Honest work. Union work. And as he’ll proudly tell you, his kitchen never failed an inspection. For those same 40 years, my mom worked tirelessly as a housekeeper.

Together, they raised my sister, my brother and me in a modest three-bedroom house in the proud, working-class community of Pacoima in the San Fernando Valley. It was there that my parents taught us about the values of service to others and of getting a good education. On weekends, we were often at park clean-ups and other neighborhood service projects. Today, my sister, my brother and I all work in public service.

 

What event/accomplishment has been the highlight of your political career? Was there a seminal event that led you to a career in public service?

When I was in school, I never thought I would run for elected office. After graduating from Los Angeles public schools, I attended the Massachusetts Institute of Technology where I earned a degree in Mechanical Engineering. As a student, I was working towards a career in the aerospace industry. At the same time a recession was hitting in the early 1990s, Prop 187 in California created an atmosphere of antagonism toward my community. I could not believe how immigrants—people like my parents who proudly worked hard in pursuit of the American Dream—were being demonized and scapegoated for the financial problems of our state government. I realized my community needed a stronger political voice.

I became politically active, working on campaigns, serving as a field representative for my federal and state representatives, and ultimately running for office myself. At the age of 26, I was elected to represent the community I grew up in on the Los Angeles City Council.

My story is not unique. The hateful rhetoric around Prop 187 encouraged many Latinos to become politically active.

 

Is Congress as dysfunctional as it appears to the average citizen who holds the institution in such low regard today?

This Congress has proven it is still possible to get big things done and address major challenges facing our country, both when Republicans choose to work with Democrats as well as when they refuse.

The Bipartisan Infrastructure Law will deliver long overdue, historic investments in rebuilding America’s infrastructure—including its water infrastructure—while creating millions of good-paying jobs.

The law also includes the Power On Act, bipartisan legislation I introduced with Sen. John Cornyn (R-Texas) to invest $5 billion in electric grid resiliency. Once-in-a-generation weather events are now becoming a regular occurrence in California, Texas and across the nation. We need to harden the nation’s electrical grid to prevent shutoffs and better withstand extreme weather events and natural disasters, like wildfires, extreme heat and freezing, and droughts.

The FIRE Act—my bill to strengthen the Federal Emergency Management Agency’s (FEMA) wildfire preparedness and response efforts—passed unanimously out of the Senate. Protecting our communities from the destruction of wildfires can and should be a bipartisan priority, so I was proud to see the success of this legislation.

While we always look to find common ground when we can, I’m also proud of the many priorities that Democrats moved forward this Congress, even when Republicans refused to join us. We passed significant legislation to lower costs for families, including health care and energy costs, and boost our economy and small businesses as we recover from the COVID-19 pandemic. We provided long overdue funding to improve drought resilience in Western states and mitigate the risk of catastrophic wildfires.

 

Agriculture has many issues of grave concern; can you please weigh in on the following issues:

 

A. Immigration Reform:

Our immigration laws are outdated and in need of reform. They do not meet the needs of our economy, including the agricultural sector. That is why the very first bill I introduced when I came to the Senate was the Citizenship for Essential Workers Act. My bill would provide a path to citizenship for those who have served on the frontlines of the COVID-19 pandemic. This includes farmworkers who tirelessly work the fields so that we can have food on our tables and who play a vital role in keeping our supply chains functioning. As Chairman of the Senate Judiciary Subcommittee on Immigration, Citizenship, and Border Safety, I continue to reach out across the aisle to my Senate colleagues about where bipartisan progress can be made. We have bipartisan solutions just sitting in front of us waiting to be passed, so that we uphold our nation’s values and strengthen our economy. Sadly, Republicans in Congress aren’t interested in real solutions—they refuse to take the votes necessary to move the needle forward on immigration reform. They would rather engage in fear mongering about the border than work in good faith. It’s a pattern repeated by Republicans because it is politically convenient for them. Meanwhile, we have workforce shortages and gaps across this country that go beyond the agricultural industry and are affecting millions of Americans.

 

B. Drought Relief:

Since I joined the Senate, I’ve made addressing this historic drought a major priority. I’ve consistently met with agricultural groups, water users, Western Senators, and administration officials, including Interior Secretary Deb Haaland and Bureau of Reclamation Commissioner Camille Calimlim Touton, who were recently in California meeting with local leaders on this issue. I have worked closely with my Senate colleagues to ensure both the Bipartisan Infrastructure Law and the Inflation Reduction Act build on California’s climate leadership and prioritize support for drought and wildfire resiliency–two of the biggest challenges facing California right now.

The Inflation Reduction Act provides $4 billion to address historic drought in the West, including for inland water bodies like the Salton Sea and for bolstering the resiliency of the Colorado River Basin and watersheds up and down California experiencing extreme drought. It also includes $5 billion to reduce the risk of catastrophic wildfires, support more fire-resilient forests, expand forest conservation, and increase urban tree planting—which will help address extreme heat in many of our cities.

When coupled with the $8.3 billion provided in the Bipartisan Infrastructure Law for western water infrastructure—including water recycling, desalination, aging infrastructure repairs, and other water infrastructure projects—Congress has taken significant action to increase drought resiliency and bolster water supplies in the short-, medium-, and long-term.

Short of introducing legislation to make it rain, this is a good start. But as we face what looks to be another dry year following the worst drought in 1,200 years, extreme heat, and record wildfires, we can no longer depend on plans and solutions designed and built for a different climate, which is why I’m working to support new and innovative strategies for water conservation and drought resilience, including water reuse, reclamation, recycling and efficiency.

 

C. Farm Bill:

The Farm Bill is critical for California communities, whether vulnerable families that receive food and nutrition assistance or for the 69,000 farms and ranches that produce more than 50 percent of the nation’s fruits and vegetables and more than 400 agricultural commodities. This year I visited farmers and local leaders in the Central Valley, and I worked a day in the fields with farmworkers in Southern California. This helped me see firsthand the challenges we must address in the Farm Bill to ensure the equitable treatment of California producers—whether by improving risk management tools for specialty crops, supporting the growth of organic agriculture, or supporting university researchers helping to ensure a safe and reliable food supply.

 

D. Climate change:

The federal government must play a role in the response to climate change, especially as Western states on the frontlines of the climate crisis face drought, wildfires, and extreme heat. This year, Democrats passed the Inflation Reduction Act, which is the largest investment in history to tackle the climate crisis. By investing approximately $369 billion over the next 10 years in energy security, environmental justice, and climate change programs, the act will lower carbon emissions by roughly 40 percent by 2030. These measures will also create good-paying, green economy jobs and keep down energy costs for consumers.

In the last five years, California has experienced some of its most destructive and deadly fires in recorded history. Last year, I was proud to have secured $10 billion for the Wildfire Hurricane Indemnity Program (WHIP+) to help agricultural producers who were affected by wildfires in 2020 and 2021, including those who have smoke-tainted crops, and I secured provisions to increase the payment limit for assistance, specifically for the specialty crops and high value crops prevalent in California, such as wine grapes.

I will continue working with my colleagues on the Senate authorizing and appropriations committees to ensure the drought and wildfire crises we are facing are adequately addressed and reflected in the upcoming farm bill.

 

E. What is the future for production agriculture in California?

California is blessed with many natural advantages, and Californians have always been pioneers of new ways to store, transport and save water that fuels some of the most fertile agricultural land and the most vibrant communities in the world. We must acknowledge the realities of higher temperatures, reduced precipitation, and more frequent drought. I look forward to rolling up my sleeves and working closely with the agricultural industry to confront the difficult, complex and politically-fraught challenges we have to tackle if we’re going to be good stewards of California’s land and water, for our children and for future generations.

 

Putting the ‘Heal’ in Health Care: At the Food Bank for Monterey County, working with the agricultural community is the best way to meet the community’s nutrition needs.

November 4th, 2022

By Ann Donahue

For Melissa Kendrick, the CEO and Executive Director of the Food Bank for Monterey County, her mission is two-fold. Like every food bank, the organization strives to end hunger in the community—and in Monterey County, this is a pressing issue, as it is estimated that one in three children and one in four adults are affected by food scarcity. The number of food insecure clients reached by the food bank are now quadruple what they were pre-COVID.

That, believe it or not, is the easier problem for the food bank to solve. An established infrastructure exists—a COVID-tested supply chain, at that—to get food from the fields to those who need it most. The more difficult issue is the one that requires educational outreach alongside these logistics. “It’s not just important that we feed people,” Kendrick said. “It’s also important what we feed people.”

Kendrick and her team want to transform the health of the community through good nutrition. And that, she said, is a much more complicated long-term issue than beating hunger. “We have sick care here, not health care, and we have no preventative medicine,” Kendrick said of society’s overarching attitude towards wellbeing.

That needs to change, and the best way to do so is a straightforward solution, especially in an area as agriculturally blessed as Monterey County. “Preventative medicine, first and foremost, is food,” she said. It’s time, in other words, to put the ‘heal’ in health care.

More national media attention has recently been drawn to this issue as a result of the Sept. 28 White House Conference on Hunger, Nutrition and Health. During that event, President Joe Biden unveiled a National Strategy that outlined actions the federal government will take to address these issues. This strategy, coming right before the behind-the-scenes wrangling begins in earnest over the next Farm Bill, represents a pivotal moment for well-intended policies to become action.

“Calling it the Farm Bill is such a misnomer because it really is the Nutrition Bill,” Kendrick said.

Making national-level politics applicable at the local level is one of the biggest challenges for those who work in the non-profit sector. It’s no secret that the most tender-hearted in society are drawn towards working at charities—but for Kendrick, good deeds can’t come at the expense of good sense. Before joining the Food Bank for Monterey County, Kendrick worked in the for-profit world in the technology sector.

“I’m very pragmatic,” she said. “In high tech, we deployed design thinking. I’m always looking at numbers—the ways that we could reduce costs and spending on anything else that would make us more productive.”

In her current role, the math is simple to solve one of the community’s biggest problems: Growers + Food Bank = Good Nutrition.

The Food Bank has deep roots in the agricultural industry of the region; current members of the Board of Directors include De Ann Davis, Western Growers’ Senior Vice President, Science; Tama Bistrian, the Chief Accounting Officer at Taylor Fresh Foods; and Board Treasurer Bill Kirmil, a veteran private label food broker. The Western Growers members that have donated to the bank include Taylor Farms, Driscoll’s, Wish Farms, and the Tanimura Family.

“We can go from being one of the most unhealthiest communities to one of the healthiest communities and we can do this because we are part of this phenomenal ag community,” Kendrick said.

The Food Bank for Monterey County is the sole source of food and fresh produce that supports 160 non-profit partners in the region. The organization operates over 240 distribution sites, which stock emergency pantries and meal programs that feed more than 10,000 people—including children, seniors, veterans, and the homeless—each week.

According to Kendrick, the key to this was to mimic the operations of the agricultural titans in the Salinas Valley, who know a thing or two about keeping produce fresh for as long as possible throughout the supply chain. The Food Bank’s facility is AIB certified and includes cold-storage capabilities and a fleet of trucks.

But besides being a vital part of the organization’s supply chain, these distribution sites are doing double duty. Not only do the employees at the locations make sure produce gets in the hands of the neediest clients, the workers also have an opportunity to interact and educate about nutrition and the availability of healthy choices.

It is the most grassroots kind of preventative care available, and it is urgently needed. Currently 50 percent of residents in Monterey County are diabetic or pre-diabetic, a diagnosis that often occurs in tandem with insufficient access to healthy food. It’s an avalanche of medical management for many of these patients; those trying to manage their conditions who are food insecure were often already struggling to find healthy options in the first place. According to the Food Bank, Monterey County ranks highest among all 58 counties in California in food insecurity and the incidence of Type 2 diabetes.

A study from the University of California, San Francisco provided the numbers and the cold hard facts that motivate Kendrick and her team. In the UCSF study, it detailed that 33 percent of hospitalizations in the county are related to complications from Type 2 diabetes; the number rises to 47 percent in the most marginalized areas of Monterey County.

The magnitude of the problem can seem daunting. But having this kind of data allows the Food Bank for Monterey County to tackle the most important step in hunger reduction and nutrition education: meeting people where they are.

Besides interactions at the distribution centers, there are two programs run by the food bank that highlight the proactive approach about nutrition that Kendrick believes is so vital.

The Food Bank’s Family Market Program runs from April through October and provides fresh produce and daily goods to the organization’s service population. The food that is distributed consists of locally-grown produce including broccoli, Brussels sprouts, celery, leeks, lettuce, Portobello mushrooms, scallions and strawberries. Families are able to self-select food they like and need from the bountiful available options; there are no pre-packaged bags. Each market serves 200-400 people and each household receives approximately 50-100 lbs. of food.

And, much like the Food Bank’s distribution center, it serves a dual purpose. The Family Market provides an ideal venue to receive information on nutrition as well as health and human services programs available to low-income Monterey County residents.

In addition, thanks to a $100,000 grant from the Kubota Tractor Corporation, the food bank is now building a community farm. Named the 5-Acre Farm, the goal is to create hands-on experiences for students in the Salinas Valley to see the connection between food, nutrition and community. Teaching children the value of healthy eating when they are young will, hopefully, create a throughline to good health that will last the rest of their lives.

“We think about where the money is going in the United States, where resources are wasted to unnecessary hospitalizations,” Kendrick said. “At the end of the day, we are the largest medicine cabinet for this community.”

If you or your company are interested in working with the Food Bank of Monterey County, please contact CEO & Executive Director Melissa Kendrick at [email protected].

WG&S Cover Story: Steve Brazeel and Thinking Outside the Box

November 4th, 2022

“When I was a boy and I would see scary things in the news, my mother would say to me: ‘Look for the helpers. You will always find people who are helping.’”

OK, yes, it’s the quote posted by your aunt every time our country faces a challenge. But the sentiment still resonates for a reason—Mr. Rogers knew his stuff.

Think back to the not-so-distant past, to Spring 2020 when the extent of the COVID pandemic was just starting to reveal itself. “We were all watching the same newsreels,” said Steve Brazeel, Founder and CEO of SunTerra. “Milk getting poured into a ditch, our meat processing plants being shuttered, fields being disked up and fruits and vegetables rotting in the field.”

Founded in 2000, SunTerra is a grower and distributor of fresh fruits and vegetables, with distribution centers in central and southern California. With their extensive delivery network, they have supplied every region west of the Mississippi River.

“If you asked me before the pandemic what percentage of our business was sold to foodservice, I would have said 25 percent, and then 75 percent to retail and wholesale,” Brazeel said. “Come to find out that we were significantly more reliant on the foodservice market than we ever thought we were. As it turns out, a lot of the processors we sold to, the end user was foodservice. So we got hammered just like other people did.”

In the endless TV watching of that era, Brazeel remembers seeing U.S. Secretary of Agriculture Sonny Perdue unveil a program that would become a win across the board for growers, distributors and consumers. Little did Brazeel know at that time that it would also be the start of the company’s own charitable endeavor that would change lives.

SunTerra’s Project FoodBox was born out of the company’s participation in that program Perdue introduced, the U.S. Department of Agriculture’s Farmers to Families Food Box program. As part of the Coronavirus Food Assistance Program announced in April 2020, the agency purchased and distributed agricultural products to those in need. Through five rounds of funding, $6 billion in fresh produce, dairy, meat products and seafood were bought from American growers and ranchers for distribution, and close to 175 million boxes were distributed across the country.

The funding for the Farmers to Families Food Box Program ended in May 2021. But for Brazeel, it was immediately obvious that the need for fresh produce in disadvantaged communities didn’t have an end date.

That’s when the Costa Mesa, Calif.-based company established Project FoodBox, which continues the mission of the Farmers to Families program by sourcing, packing and distributing boxes of fresh produce to those in need.

Its success is undeniable. Since it began, SunTerra’s Project FoodBox/Farmers to Families Program has delivered 3.3 million boxes to communities nationwide—that translates to 71 million pounds of food and 85 million meals.

One of the keys to Project FoodBox is its efficiency. The produce is harvested directly from local farms to the food boxes, and then the food boxes are taken directly to the non-profit organization or faith-based community partner to distribute directly to their client base that is in need of nutritious food.

It was a supply chain tested by the logistic pressures and erratic deadlines of the early days of COVID, Brazeel said.

“Under the USDA’s program, once they made the announcement we had one week to come up with a proposal,” Brazeel said. “So during that week we had to reach out to non-profits, come up with a box menu of what we intended to do, come up with a weekly distribution plan and schedule for, you know, April to the end of the year…and my very first thought was ‘I don’t know anybody at a food bank. I don’t know anybody at a non-profit. I don’t even know where to begin.’”

Thanks to introductions from Orange County Produce Owner/Partner A.G. Kawamura, Brazeel soon was in contact with the Orange County Food Bank and Second Harvest Food Bank of Orange County.

“I introduced myself and asked if we could put together a proposal…and he said he would need like 20 truckloads weekly,” Brazeel said. “And I was thinking, ‘This poor guy. He must be thinking pickup truck type loads here.’ So I go, ‘You know, big trucks. Like 18 wheelers.’ And he says: ‘I know what you’re talking about. We can do 20 trucks.’”

Then, amid Brazeel’s shock, he called Second Harvest. And they told him the same thing. Fifteen to 20 truckloads—yes, big trucks—a week.

“I live here in Newport Beach,” Brazeel said. “And there is the conception of Orange County and the reality of the situation is very different. In Orange County, they need 40 truckloads…and I haven’t even called anybody else.”

Those initial two phone calls did lead to other introductions to organizations dealing with food insecurity in other regions. Within a week, the USDA approved Brazeel’s proposal to deliver food boxes throughout the Southwest U.S., and within another week his team did it—boxes went out to Palm Springs, Imperial Valley, Yuma, Ariz.—even the Navajo Nation and other tribal lands, where they eventually delivered more than 250,000 boxes.

“If you remember at the time there was controversy around some contractors maybe not doing the job as well as others,” Brazeel said. “What really separated us was that we took this seriously…we were so grateful. We were so thankful for the opportunity that we called our team together, and we said: ‘We are going to make these boxes so good, that if any one of us or any one we know open up this SunTerra box, it’s going to be as good as something that they would have chosen at the grocery store.”

When the funding for the Farmers to Families Food Box officially ended in May 2021, there was no doubt that Brazeel and his team would find a way to continue the program. Between the relationships forged during the peak of the pandemic and the efficiencies developed to meet high-pressure, quick-turnaround demand for product, Project Food Box was here to stay as part of the SunTerra Family. “It was like we shoved 10 years’ worth of innovation in a one-year period,” Brazeel said.

But, above and beyond that, it was just the right thing to do. Project FoodBox was born and now operates with the assistance of The Emergency Food Assistance Program, which is a federal program that helps supplement the diets of low-income Americans by providing food assistance at no cost.

“We really made this part of our business and dedicated resources to continuing to do it for two reasons,” Brazeel said. “One, it was just a really fun thing to do. And secondly, our teams found that we were uniquely qualified to do this type of work. I think that the program really had two phases. The first phase was direct pandemic relief. But within months, it became apparent that it was less about that and more about the nutritional crisis and people in these communities not having access to these fresh fruits and vegetables.”

Just remember: Look for the helpers. And know that even after those dramatic times of pressing crisis—the best helpers will stick around.

Click here to learn more about how to partner with Project FoodBox.

Click here to read the entire November/December 2022 issue.

Regional Advocacy Groups Fill the Gap

November 4th, 2022

By Cory Lunde

UCLA basketball coaching legend John Wooden once said: “It is amazing how much can be accomplished if no one cares who gets the credit.” Though this oft-quoted adage has reached cliché-level status, these words carry tremendous truths for the fresh produce industry and speak to the important roles played by organizations of all shapes, sizes and missions in the collective effort to support the grower community.

We all know the story. Western Growers began nearly 100 years ago as a regional association of Imperial Valley growers fighting rate hikes by the Southern Pacific Railroad. In the years since, our organization has developed into a powerful state and national advocate for Arizona, California, Colorado and New Mexico growers. Even so, our roots remain firmly planted in the local farming communities we were formed to represent.

However, the social, economic and political landscape has grown decidedly more complex and challenging in recent years. Similarly, the fresh produce industry has grown in both size and sophistication, which has pushed the boundaries of our member operations beyond our four home states to dozens of growing regions and hundreds of communities across the U.S. and throughout the world. Consequently, it has become increasingly impossible for any single organization to be all things to all its members, Western Growers included. For this reason, the efforts of regional advocacy groups are critical to providing the frontline, nuanced attention that local issues often require.

Many times, these battles are parochial; the impacts are limited to the immediate communities involved. In other instances, local issues can be a harbinger of things to come for the broader agricultural community, as was the case with the so-called “hero pay” pandemic era ordinance passed by the City of Coachella in 2021. By requiring agricultural employers to pay workers an additional $4 per hour for 120 days, the ordinance placed local businesses at a competitive disadvantage during a time when many growers were already reeling from supply chain disruptions and food service shutdowns.

Janell Percy, Executive Director of Growing Coachella Valley, a regional organization that fosters local support for agriculture, immediately jumped into action and soon brought Western Growers and the California Fresh Fruit Association into the fray. Concerned that similar ordinances could be passed in other jurisdictions, the three organizations sued the City of Coachella. While the lawsuit was ultimately unsuccessful, it likely deterred similar edicts in other parts of the state.

Hero pay is one example of the role regional advocacy groups play in supporting local agricultural businesses. This work is sometimes done independently, other times in tandem with larger organizations like Western Growers. The following is a profile of several select regional advocacy groups serving our members’ communities:

 

Monterey County

Organization: Sustainable Agriculture & Energy (SAGE)

About: SAGE is an organization of local stakeholders from the Monterey County agriculture and energy industry who come together to advocate policy and inform citizens about the importance of energy and agriculture to the community.

Highlights: SAGE has posted several recent wins locally. SAGE’s ballot initiative ordinance was approved in Monterey County and San Luis Obispo County creating a new fiscal analysis and economic impact report for all municipal ballot measures. Additionally, SAGE successfully advocated against the Monterey Peninsula Water Management District’s buyout attempt of California American Water’s assets. SAGE is also facilitating the inclusion of rural voices and industry input into the Monterey County Climate Action Plan.

 

Santa Barbara County

Organization: EconAlliance

About: EconAlliance is a cross-industry nonprofit organization that builds awareness, advocacy, support and appreciation for Northern Santa Barbara County key industries and communities. It manages cross-industry initiatives like (e.g., infrastructure, workforce development) and champions the key industry sectors like agriculture that fuel regional economic vitality.

Highlights: EconAlliance routinely facilitates forums, webinars and other activities to advance industry and policymaker understanding of key challenges and opportunities facing Santa Barbara County businesses, including an annual “Growing Possibilities” Ag Forum. The most recent Ag Forum was dedicated to technology and innovation. EconAlliance is also bringing a cross-industry and economic perspective to the ongoing Santa Barbara County Regional Climate Collaborative.

 

Imperial County

Organization: COLAB Imperial

(The Coalition of Labor, Agriculture & Business)

About: COLAB Imperial, which calls attention to key labor, agriculture and business issues in Imperial County, was formed as an advocacy group to lead the reform of local government. COLAB Imperial supports the protection of property rights; promotes business and job creation; advocates for a fiscally responsible local government; and lobbies for environmental legislation based on sound science.

Highlights: Each spring, COLAB Imperial hosts a breakfast for the community to learn about the status of the Imperial Irrigation District (IID) and the County of Imperial. The President of the IID Board and the Chairman of the County of Imperial Supervisors are invited to give presentations to the COLAB board and membership.

 

By their very definition, trade associations and other industry alliances are based on the philosophy that there is strength in numbers. This is certainly true when referring to the collective voice of members within an individual organization. But it is equally true in the context of the interconnected web of local, state and national groups dedicated to defending family farmers.

In an era where consumers and policymakers are increasingly disconnected from the source of their food supply, we cannot afford to be solitary in our work as advocates. Instead, as Mr. Wooden might have coached his players, while we may all have different roles to play, we are teammates in a common endeavor. And winning is the only acceptable outcome.

 

California Member Profile: Ocean Mist Farms Focused on the Future

November 4th, 2022

Ocean Mist Farms

Member since 1947

By Tim Linden

It is telling that Castroville’s Ocean Mist Farms, which is the leading producer of artichokes in the United States, does not rank that crop on the top of its list in terms of volume.

Chris Drew, who was named president and CEO of the company in October 2021, is laser focused on strategic planning and aligning the company’s production with consumption trends. He is not content to have Ocean Mist rest on its laurels nor be wedded to its past successes. Artichokes are, of course, still an important fresh produce item for the company but consumers are trending toward value-added vegetables and those that are easy to prepare and to eat. Ocean Mist’s product line is reflective of that, and Drew is certain it will continue to evolve to keep up with consumer trends.

Drew began his ag career with Headstart Nursery, while going to Cal Poly San Luis Obispo as a crop science major. Following graduation, he stayed with the company, moving to the Coachella Valley working in the nursery’s desert operation. It was there that he became familiar with Ocean Mist Farms, which has its winter production program there. It was in the early 2000s when Drew joined Sea Mist Farms, a production affiliate of Ocean Mist Farms. There he learned about farming by doing it. He was educated in every aspect of crop production, with a focus on the importance of producing that crop at a very efficient cost.

Drew stayed in production for about a dozen years before becoming Vice President of Operations in 2016. Today, he admits that he loves the operations side of the business where the emphasis is on finding better and more cost-efficient ways to accomplish all the tasks associated with producing a crop.

As he completed his first year as CEO, he noted that it is a much different role with strategic planning being his main focus. “I am looking five, 10, 15 years into the future to make the business better,” he said. “I am an operations-based guy, but I love the challenges associated with this job.”

He notes at the top of the list of the challenges are all those outside factors—water, labor, regulations—“that keep you up at night.”

Drew doesn’t believe those issues are going away, but he does believe that mechanization can offer tools that alter the cost structure to allow California to continue to be the major player in fruit and vegetable production. “California will always play a role,” he said. “Maybe we will produce a little less, but we will still be an important producer.”

He does offer that controlled environment agriculture that allows for production closer to population centers definitely deserves his attention. The cost of shipping product across the country continues to rise, which makes greenhouse farming closer to the end user a viable option.

“Sure, we’re looking at it,” said the 46-year-old CEO, noting the key to long term survival is to be nimble and adapt to change very quickly. “We’ve seen consumption of fresh vegetables decline a bit in recent years. We have to look at consumer trends.”

Consumers want their vegetables delivered in new ways that are easier and take less time to prepare. Many consumers are no longer looking for a head of lettuce or three romaine hearts packed in a sleeve. More and more consumers want their vegetables delivered in a value-added option and Drew said the industry must meet that demand. He believes the snacking trend is also here to stay and new products must be developed to fill that need.

While California is still where Ocean Mist sources most of its production, the company does grow in Mexico. And Drew said the state’s water situation has also caused the grower-shipper to switch its shoulder season lettuce production from Huron in the San Joaquin Valley to the Oxnard district in Ventura County.

For most of its 75 year history, Ocean Mist Farms and its leaders have been closely involved with Western Growers. Drew indicated that during this year of transitioning to CEO he wasn’t able to get involved with the organization as much as he would like to in the future. But Ocean Mist is a strong supporter of the association, as well as the Western Growers Center for Innovation & Technology. Drew is convinced that the agtech movement will offer solutions to some of the most vexing issues. “We are at a turning point in our industry, and we do need to be more collaborative to solve some of our problems.”

He said the Pacific Ocean, which is not too far from the Ocean Mist Farms corporate office, is a great reservoir that should be tapped to help water our crops. He noted that Monterey County has a program in which treated water is used to irrigate crops and he believes desalinization of ocean water also offers potential.

 

 

Nutjobs Wins AgSharks Pitch Competition

November 4th, 2022

LAS VEGAS (Nov. 4, 2022) – Western Growers and S2G Ventures have announced the winner of the 2022 AgSharks Pitch Competition, with Nutjobs earning a record equity investment offer of $6 million from the event’s judges.

Nutjobs transforms nutshell waste into bio-benign plastic alternative products that are bio-based, compostable and derived from secondary agricultural waste. By transforming nutshell waste into bio-benign plastics, Nutjobs creates plastic substitutes that are cost effective and environmentally sustainable.

“We are thrilled to win the AgSharks competition, among such a strong group of finalists,” said Paul Kephart, Founder, CEO and CTO of Nutjobs. “It is opportunities like these that not only help companies spread the word about new ag-focused technologies, but also support our efforts to innovate further and scale our business. The network of growers, investors and industry leaders at this event is incredible, and many of these conversations are just the beginning of partnerships that will make a long-term difference across the food supply chain. We are grateful to S2G and Western Growers for hosting an outstanding event.”

In addition to investment capital, Nutjobs will receive international recognition, mentoring from WG and S2G, potential access to farm acreage to pilot their technologies and exposure to WG’s expansive network of leading fresh produce companies.

“Once again, the AgSharks competition has brought together top growers and entrepreneurs making advancements in the agriculture sector,” said Aaron Rudberg, Managing Director and COO at S2G Ventures. “We congratulate Nutjobs on being selected as the winner of this year’s competition. With increasing concerns about plastics in our soil systems, along with the prevalence of wasted food byproducts, Nutjobs’ upcycled solution addresses these issues in a unique way. We look forward to partnering with Paul and the team as they continue to make inroads in the space.”

“I’m excited because Nutjobs got a chance to pitch in front of the entire Western Growers membership, to show off their wares and brag about their tech,” said Walt Duflock, VP of Innovation at Western Growers. “That will accelerate their success – and we know that they are ready.”

The funding offer was awarded by S2G Ventures after Nutjobs competed against two other finalists inventing new technology solutions to solve agriculture’s most pressing issues. Besides Nutjobs, the finalists were:

  • En Solucion works in the agtech sector to improve food safety through development of novel methods for cleaning and sanitizing. Current projects include exploring the feasibility of employing nanotechnology to replace traditional post-harvest chlorine wash.
  • SWAN Systems helps water managers make the most out of every drop of water. The company’s configurable water and nutrient management software helps farmers make data-driven decisions about how much and when to irrigate; enabling them to apply only what is needed for optimal plant growth.

These startups pitched their inventions in front of an audience of more than 300 fresh produce farmers and industry leaders during the 96th WG Annual Meeting in Las Vegas on Nov. 2-5, 2022. In addition, Nutjobs was the Audience Choice Winner, as determined by the votes of those in attendance.

The competition was hosted by Stuart Woolf, President and CEO of Woolf Farming & Processing, and judged by Neill Callis, the General Manager of Turlock Fruit Company; Audre Kapacinskas, Principal at S2G Ventures; Rudberg; and Kristen Smith Eschaya, President of JV Smith Cos.

AgSharks was first held in 2017, and through the competition, past winners Hazel Technologies and Burro have since brought their products from development to market. Hazel Technologies has raised over $87.8 million in funding over six rounds and is advancing the industry with sachets that extend the shelf life of fresh produce by as much as three times. Burro raised a $10.9 million Series A round in September 2021 led by S2G Ventures and Toyota Ventures and continues to help solve farmers’ labor woes with the expansion of its fleet of autonomous robots to farms across the west.

For more information, please contact: 

Ann Donahue

(949) 302-7600

[email protected]

About Western Growers:

Founded in 1926, Western Growers represents local and regional family farmers growing fresh produce in California, Arizona, Colorado and New Mexico. Western Growers’ members and their workers provide over half the nation’s fresh fruits, vegetables and tree nuts, including half of America’s fresh organic produce. Connect and learn more about Western Growers on Twitter and Facebook.

About S2G Ventures:

S2G Ventures, the direct investment team of Builders Vision, partners with entrepreneurs who are working on solutions to some of the world’s greatest challenges across the food, agriculture, oceans, and clean energy markets. We provide capital, mentorship and value-added resources to companies pursuing innovative market-based solutions that generate positive social, environmental and financial returns. We provide our partners with flexible capital solutions that can range from seed and venture funding through growth equity to debt and infrastructure financing. For more information about S2G, visit s2gventures.com, tune-in to our podcast, or connect with us on LinkedIn.

###

Colorado Passes New Anti-Discrimination/Retaliation Legislation

November 10th, 2022

A new Colorado law (SB 22-161) will make it unlawful for an employer to discriminate or retaliate against an employee who files a complaint or initiates any proceeding under state/federal laws, or testifies or provides evidence (in their own or another’s case), relating to wages or hours worked.

Violations of this new law can lead to monetary judgments (e.g., back pay, reinstatement/front pay, payment of wages plus interest), or injunctive relief as well as civil penalties and a possible class 2 misdemeanor. The new legislation also provides for an award of attorney fees and costs to employees who prevail.

This new legislation, taking effect January 1, 2023, also creates a new division within the Colorado Attorney General’s office. The state’s new Worker and Employee Protection Unit will be able to aid in investigations and prosecutions in furtherance of SB 11-161’s anti-discrimination and retaliatory mandates.

CFRA Changes: What Defines a “Designated Person?”

November 10th, 2022

The California Family Rights Act provides a qualified employee the opportunity to request protected leave – up to a total of 12 workweeks in any 12-month period – for family care and medical leave. Employees may take protected time off for their own serious health condition or that of a family member.

Various changes over the years have expanded the definition of “family care and medical leave” under the CFRA to include leave to care “for a child, parent, grandparent, grandchild, sibling, spouse, or domestic partner who has a serious health condition.” Newly enacted legislation (AB 1041) further expands this definition to include a “designated person.” But what does it mean to be a ‘designated person’ within the meaning of the statute? The possibilities seem endless.

According to the statute, a designated person is defined as “any individual related by blood or whose association with the employee is the equivalent of a family relationship.” A purposefully broad designation according to legislative comments. The Bill’s author cites an “overwhelming majority of households” departing from the “nuclear family” model as impetus for the change.

What this leaves employers grappling with is who actually qualifies? Until the California Civil Rights Department (CCRD) provides further guidance, this question will be difficult to answer. However, given the broad nature of this latest expansion, it seems the CCRD may be signaling that going forward it will likely not spend much time considering the relationship of the individual to the employee for purposes of compliance. This is further supported by the language of the statute which provides, “the designated person may be identified by the employee at the time the employee requests leave (emphasis added)”

As such, employers may want to begin preparing for “designated person” leave requests by training compliance personnel to focus less on the designated person’s relationship with the employee and more on the employer’s obligations under the CFRA. Focusing on its obligations (at least until further guidance can be provided) will ensure employers remain compliance-focused when evaluating leave risk factors.

WG&S Magazine Wants Your Pet Photos!

November 15th, 2022

Do you have a farm dog? Or a barn cat? Or a cat that thinks it is a barn cat despite living a life of unimaginable luxury? Western Grower & Shipper Magazine wants your pet photos!

WG&S is starting a new feature where we will run photos in the magazine that show off our members’ favorite working animals – and, frankly, we’ll take pics of your lazy animals, too. A selection of photos will be included in each upcoming issue.

Please email your photos with your pet’s name to Ann Donahue, Senior Manager, Media and Content (and Pet Photo) Strategy, at [email protected] or text them to 949-302-7600.  

Best Practices: An Effective Injury and Illness Prevention Program (IIPP)

November 18th, 2022

California law requires an employer to establish, implement, and maintain written safety and health programs that are very important for maintain safety in agricultural field operations. An effective safety and health program can help an employer lower risk and better manage work-related injuries and illnesses. Recognition for safe work practices and a positive environment where employees can report unsafe work practices and hazards without fear of reprisal are key elements in any successful safety program.

Important elements of a successful safety program include the following:

  • A top-down active commitment to success.
  • Employee buy-in at all levels to help motivate and initiate improvement.
  • Identification and elimination of hazards.
  • Training coupled with clearly written and communicated policies and procedures.

California employers are required to establish, implement, and maintain an effective written Injury

and Illness Prevention Program (IIPP) which must contain the following elements:

  • Responsibility: The name and/or job title of the person(s) with the authority and responsibility for implementation.
  • Compliance: A system to ensure that employees comply with safe and healthful work practices.
  • Communication: A system for communicating with employees about safety and health matters in a form easily understood (e.g., meetings, training programs, posted or written notification). Employees must be encouraged to inform the employer of hazards at the worksite without fear of reprisal.
  • Hazard Assessment: Procedures for identifying and evaluating workplace hazards (e.g., periodic inspections performed by a competent observer).
  • Accident/Exposure Investigation: A procedure to investigate workplace injuries or illnesses.
  • Hazard Correction: Methods and procedures for correcting in a timely manner any unsafe or unhealthful work conditions or work practices with specific abatement methods.
  • Training and Instruction: An effective program of instructing and training employees in general safe work practices and hazards specific to each job assignment.
  • Recordkeeping: Adequate written documentation of the steps taken to establish and maintain the employer’s IIPP.
  • Labor-management Safety and Health Committee: If the employer uses a labor management safety and health committee to comply with the communication requirements the committee must meet certain requirements.

NOTE: Under Cal/OSHA’s small employer exemption, requirements for written documentation of

the IIPP Program are less stringent for:

  • Employers with fewer than 20 employees who are not in high-hazard industries and who have a workers’ compensation experience modification rate of 1.1 or less.
  • Employers with fewer than 20 employees who are in designated low-hazard industries.
  • There are also special exemptions for employers with seasonal or intermittent employees, and for local government.

Additional information on creating a compliant IIPP can be found on the Cal/OSHA Publications website (scroll down to IIPP).