The Eastern Ontario Local Food Conference (EOLFC 2013) provided a great opportunity to share information, learn about success stories and gather information on innovative local food businesses, projects and best practices. The conference was organized by KEDCO (Kingston Economic Development Corporation) and the Ministry of Agriculture and Food and the Ministry of Rural Affairs. The theme of the conference was Innovation Driving Local Food and it was held December 3, 2013 at the Ambassador Hotel in Kingston, Ontario, Canada. This topic is OMAF and MRA's - local food strategy and funding opportunities.
Improving the performance of pro-poor value chains of sheep and goats for enh...ILRI
This document summarizes a new project funded by IFAD to improve sheep and goat value chains in Ethiopia. The project aims to increase incomes and productivity of smallholder farmers, especially women. It will test interventions across 16 communities in various regions of Ethiopia. The project will conduct analyses of the value chains, test production and marketing technologies, develop partnerships, and evaluate impacts with the goal of disseminating lessons learned and facilitating scaling up of successful approaches. It is implemented by ICARDA, ILRI, and Ethiopian research partners over 3 years with a budget of $1.2 million.
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The Participatory Market Chain Approach (PMCA) stimulates innovation among actors along agricultural value chains. It builds trust between farmers, intermediaries, processors, retailers, consumers, and research organizations. Over multiple phases, PMCA uses participatory analysis and group work to identify market opportunities and develop new products, technologies, and institutions. It has helped transform native potatoes from a staple crop into value-added products in Andean markets. Lessons show PMCA is most effective when combined with other programs and evolves over time, sparking second and third generation innovations. It has also been adapted successfully in other regions through approaches like Farmer Business Schools in Indonesia.
Pro Poor Value Chain Development 121007jiteshindia
This document discusses pro poor value chain development. It notes that value chain analysis can help identify intervention points to increase efficiency and the poor's share of generated value. The poor need support to participate in existing value chains and negotiate within them. It also stresses supporting value chain actors interested in helping the poor, and conducting outreach, stakeholder consultations, and analysis to identify constraints and solutions to develop intervention plans. The approach focuses on changing processes over isolated problems, leveraging existing players rather than new channels, and building trust among stakeholders. Prerequisites include communicating motivations and having market and actor understanding. Tools include mapping, flow diagrams and competitiveness analysis. Potential interventions support actors, farmers, S
Open to UK and African organisations who want to collaborate on an Agri-Tech project around food chain innovation in Africa.
Are you working on Agri-Tech innovation and would like to implement some of your ideas in Africa?
If so, you could get funding thanks to the Agri-Tech Catalyst Competition, Round 10, opening on 20 July.
The funding available through the competition is for Agri-Tech projects on food chain innovations in Africa. These projects need to be delivered by a UK and an African organisation working together.
Find out more here: https://ktn-uk.co.uk/news/agri-tech-catalyst-competition-round-10
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Improving the performance of pro-poor value chains of sheep and goats for enh...ILRI
This document summarizes a new project funded by IFAD to improve sheep and goat value chains in Ethiopia. The project aims to increase incomes and productivity of smallholder farmers, especially women. It will test interventions across 16 communities in various regions of Ethiopia. The project will conduct analyses of the value chains, test production and marketing technologies, develop partnerships, and evaluate impacts with the goal of disseminating lessons learned and facilitating scaling up of successful approaches. It is implemented by ICARDA, ILRI, and Ethiopian research partners over 3 years with a budget of $1.2 million.
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Value Chains: The Participatory Market Chain Approach: from the Andes to Afri...IFSD14
The Participatory Market Chain Approach (PMCA) stimulates innovation among actors along agricultural value chains. It builds trust between farmers, intermediaries, processors, retailers, consumers, and research organizations. Over multiple phases, PMCA uses participatory analysis and group work to identify market opportunities and develop new products, technologies, and institutions. It has helped transform native potatoes from a staple crop into value-added products in Andean markets. Lessons show PMCA is most effective when combined with other programs and evolves over time, sparking second and third generation innovations. It has also been adapted successfully in other regions through approaches like Farmer Business Schools in Indonesia.
Pro Poor Value Chain Development 121007jiteshindia
This document discusses pro poor value chain development. It notes that value chain analysis can help identify intervention points to increase efficiency and the poor's share of generated value. The poor need support to participate in existing value chains and negotiate within them. It also stresses supporting value chain actors interested in helping the poor, and conducting outreach, stakeholder consultations, and analysis to identify constraints and solutions to develop intervention plans. The approach focuses on changing processes over isolated problems, leveraging existing players rather than new channels, and building trust among stakeholders. Prerequisites include communicating motivations and having market and actor understanding. Tools include mapping, flow diagrams and competitiveness analysis. Potential interventions support actors, farmers, S
Open to UK and African organisations who want to collaborate on an Agri-Tech project around food chain innovation in Africa.
Are you working on Agri-Tech innovation and would like to implement some of your ideas in Africa?
If so, you could get funding thanks to the Agri-Tech Catalyst Competition, Round 10, opening on 20 July.
The funding available through the competition is for Agri-Tech projects on food chain innovations in Africa. These projects need to be delivered by a UK and an African organisation working together.
Find out more here: https://ktn-uk.co.uk/news/agri-tech-catalyst-competition-round-10
Case Study: ACORD-led consortium project for Addressing Root Causes of violent conflict, instability and irregular migration in South Sudan. Presentation to ACORD learning forum, Nairobi, Kenya, October 2016
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International Environment
Strategies to go global
This document discusses various internal and external strategies that companies can use to expand their business globally. Internal strategies include intensification through market penetration, market development, and product development. External strategies involve diversification such as horizontal, conglomerate, and vertical diversification. The document also discusses external growth strategies like foreign collaboration, mergers and acquisitions. Multinational corporations and transnational corporations are defined and their features and methods of global expansion are explained.
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- Experts then convene as a consensus group to discuss evaluations and aim to agree on a consensus report and scores.
- Proposals are evaluated based on excellence, impact, and quality of implementation. Scores must meet thresholds for a proposal to be considered for funding.
- The evaluation is based solely on the material provided in the submitted proposal. Evaluators may not suggest changes or negotiate aspects of the proposal.
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This presentation provides an overview of the IFAD Grant Policy, 2015. It was prepared in the context of the Financial Management workshop for our Global/Regional grant recipients.
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This document discusses various aspects of international marketing planning and strategies. It covers:
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2. Alternative market entry strategies such as exporting, contractual agreements like licensing and franchising, and strategic alliances.
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New and Experienced Local Food Marketng Approaches— Understanding What it means
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those involved in the industry.
Have you ever thought of starting a local food business producing and selling meat products? What
are the regulations that a value added business needs to consider when planning for this type of venture? This presentation gives an overview of the OMAF and MRA Meat Inspection Program, Labelling of Meat Products
Opportunities and Contact Information for more information. This is a more detailed deck then the one presented at the Eastern Ontario Local Food Conference held on December 3, 2013 in Kingston, Ontario.
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The Eastern Ontario Local Food Conference (EOLFC 2013) provided a great opportunity to share information, learn about success stories and gather information on innovative local food businesses, projects and best practices. The conference was organized by KEDCO (Kingston Economic Development Corporation) and the Ministry of Agriculture and Food and the Ministry of Rural Affairs. The theme of the conference was Innovation Driving Local Food and it was held December 3, 2013 at the Ambassador Hotel in Kingston, Ontario, Canada. Presentation notes - Food inspection branch OMAF and MRA milk - regulation considerations in local food processing.
The Eastern Ontario Local Food Conference (EOLFC 2013) provided a great opportunity to share information, learn about success stories and gather information on innovative local food businesses, projects and best practices. The conference was organized by KEDCO (Kingston Economic Development Corporation) and the Ministry of Agriculture and Food and the Ministry of Rural Affairs. The theme of the conference was Innovation Driving Local Food and it was held December 3, 2013 at the Ambassador Hotel in Kingston, Ontario, Canada. See slides from KFLA Health Unit- regulation considerations in local food processing.
The Eastern Ontario Local Food Conference (EOLFC 2013) provided a great opportunity to share information, learn about success stories and gather information on innovative local food businesses, projects and best practices. The conference was organized by KEDCO (Kingston Economic Development Corporation) and the Ministry of Agriculture and Food and the Ministry of Rural Affairs. The theme of the conference was Innovation Driving Local Food and it was held December 3, 2013 at the Ambassador Hotel in Kingston, Ontario, Canada. This shows pictures of Olivia Groenewegen from Limestone organic creamery's presentation on Experiences in innovative local food processing.
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The Eastern Ontario Local Food Conference (EOLFC 2013) provided a great opportunity to share information, learn about success stories and gather information on innovative local food businesses, projects and best practices. The conference was organized by KEDCO (Kingston Economic Development Corporation) and the Ministry of Agriculture and Food and the Ministry of Rural Affairs. The theme of the conference was Innovation Driving Local Food and it was held December 3, 2013 at the Ambassador Hotel in Kingston, Ontario, Canada. This topic is Crosswind Farms - Cindy Hope - Regulations Considerations in Local Food Processing.
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The Eastern Ontario Local Food Conference (EOLFC 2013) provided a great opportunity to share information, learn about success stories and gather information on innovative local food businesses, projects and best practices. The conference was organized by KEDCO (Kingston Economic Development Corporation) and the Ministry of Agriculture and Food and the Ministry of Rural Affairs. The theme of the conference was Innovation Driving Local Food and it was held December 3, 2013 at the Ambassador Hotel in Kingston, Ontario, Canada. This topic is On coop & cooperative grocers network - Russ Christianson - cooperative models panel.
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In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
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Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
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The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
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2. Key Programs Supporting Local Food
• The Local Food Fund
– LFF is one part of a Local Food Strategy that
includes the Local Food Bill, Bill 36.
• Growing Forward 2
– Growing Forward 2 is a 5-year federal-provincialterritorial initiative, designed to encourage
innovation, competitiveness and market
development
4. Program Overview
The Local Food Fund (LFF) is a fund that provides up
to $10 million in funding per year for three years
supporting innovative local food projects that:
– reduce barriers to regional economic development;
– result in sustainable regional economic development; and
– have a positive impact on the Ontario economy
5. Program Goals and Outcomes
Program Goals
•
•
To increase the purchase of Ontario foods; and
To contribute to increased economic activity (investment, sales and jobs)
• Program Outcomes
•
•
•
•
•
Increased awareness of and celebration of local food
Influencing Ontarians to demand and choose more local food
Ensuring local food is identifiable and widely available
Helping Ontario’s agri-food sector deliver products that consumers want
Strengthening local food economies from farm to fork
6. Eligible Applicants
At a minimum, all applicants must meet the following eligibility criteria:
•
•
•
•
•
Be a legal entity
Have the authority to enter into a legal agreement
Additionally applicants must:
Provide financial funding to the project.
Have the experience and knowledge to complete the project.
A legal entity could include corporations, community or not for profit
organizations, primary producers, food processors, distributors, food service,
retail, municipalities, industry associations, economic development associations,
First Nations, Metis and Inuit, and broader public sector organizations.
• Applicant and co-applicant collaborations are not required, but are
encouraged
7. Project Categories
Applicants can apply to one of the four LFF project categories:
1. Regional and Local Food Networks
2. Enhanced Technology, Capacity or Minor Capital
3. Research and Best Practices
4. Education, Marketing & Outreach.
Projects in the four categories are expected to contribute to
the goals of the LFF.
8. 1. Regional and Local Food Networks
• Projects that build capacity along the value food chain to improve
access and supply of local foods by information sharing and
collaboration between value chain partners.
• Projects that aim to strengthen the entire supply chain, but in
particular to encourage value chains i.e. individual businesses
collaborating and sharing information to take advantage of an
opportunity.
9. Regional and Local Food Networks
continued
Examples of eligible projects under this category are:
•
•
Projects that support partnerships to promote better understanding between
value chain partners such as: networking or educational events; feasibility
studies; identification of barriers within the value chain; or the creation or
establishment of networks or partnerships along that value chain.
Projects that undertake business, industry or client intelligence; business
case or strategy development.
Examples of ineligible projects under this category are:
•
•
Projects that are primarily intended to pursue export opportunities.
Projects that support the continuation of existing business activities or the
pursuit of existing markets (e.g. projects that support business as usual are
not eligible).
10. 2. Enhanced Technology, Capacity or
Minor Capital
Projects that focus on increasing the supply, capacity and distribution of
Ontario foods
• Examples of eligible projects under this category are:
– Transportation or delivery related projects (not rolling stock)
– Cold storage related systems
– Information sharing systems such as verification or certification systems for local
foods; tracking systems to measure procurement of local foods.
– Retrofit of existing structures
– Supporting or promoting micro processing and community kitchens, one-time or
short-term costs for regional food hubs, co-packing
• Examples of ineligible projects under this category are:
– Major capital such as building a new storage or manufacturing facility, or buying a
new refrigerated truck
11. 3. Research and Best Practices
Projects that undertake research and analysis that lead to the development and
implementation of recognized best practices.
•
Examples of eligible research projects under this category are research that:
– identifies barriers to purchasing local foods
– improves understanding and access to new or improved market opportunities
– leads to the development of best practices among value chain player
– investigates agricultural products and production practices
•
Examples of eligible best practices projects under this category are:
– testing or piloting new models or approaches that increase access to or
awareness of local food
– sharing local food best practices (i.e. tools or applications to share knowledge or
communicate recognized best practices).
•
Examples of ineligible projects under this category are research topics:
– not directly related to supporting local food (e.g. food safety, lean manufacturing)
12. 4. Marketing, Promotion and Education
• Projects that focus on marketing and promotional activities that
improve consumer awareness and demand for local foods.
•
•
•
•
Examples of eligible projects under this category are:
Promotion, marketing or branding events or activities that promote regional or
local food specialties such as culinary destinations, organic products,
seasonal availability, food festivals.
Promotion and marketing of new products.
Educational events.
• Examples of ineligible projects under this category are:
•
Marketing/promotional activities focused on markets outside Ontario.
13. High-Level Program Parameters
Local Food Definition
•
For the purpose of the LFF, “local” means:
a) food produced or harvested in Ontario, and
b) food and beverages made in Ontario if they include one or more
ingredients produced or harvested in Ontario.
In-kind Costs
•
No in-kind contribution eligible for reimbursement, can be used to
demonstrate commitment for a project
Reimbursement Levels
•
•
Generally up to 50 per cent provincial investment
Reimbursement of invoices submitted
Caps
•
No cap on the amount of funding per approved eligible project under the LFF
14. Stacking
• No stacking allowed with provincial government funding programs
(e.g. Green Belt Fund – Broader Public Sector Grant Stream or Market
Access Grant Stream, Growing Forward 2, Northern Ontario Heritage Fund,
Eastern Ontario Development Fund, Southwest Ontario Development Fund,
Communities in Transition, Ontario Trillium Foundation, etc.)
• Stacking is allowed with federal government funding programs up to
75 per cent of eligible costs from both federal and provincial
government sources.
• Proof of special need must be provided in the application once a
request is made for more than 50 per cent provincial funding.
15. Eligible Costs
• Project Management in the form of:
– Consultant fees
– Business planning development
– Professional fees such as legal, architectural, accounting, etc. that are
project related.
• Training
• Marketing or promotions costs
• Travel costs associated with project development and
implementation, subject to Provincial directives
• Studies and research
• Administrative costs directly related to project implementation
• Wages for new hires to work 100 per cent on project related activities
16. Eligible Costs continued
• Minor capital including:
– Sub-contractor fees
– Equipment (e.g. reefer units, cold-storage, washing), structural
modifications to accommodate the installation of equipment
– Architectural design work, engineering work (studies, environmental
assessments, etc.)
– Renovations and retrofits to existing structures (materials or supplies and
labour to renovate existing space)
– Technology upgrades such as computer hardware, software, and network
cables
– Production expansion (e.g. a new product) to increase local food sales to
local markets
17. Ineligible Costs
• Hospitality costs (unless public-facing)
• Direct wage subsidies for existing staff.
• In-kind contributions. An in-kind contribution is identified as goods
and services that are contributed to a project by the applicant and coapplicants that would otherwise have to be purchased or contracted
in order to complete the project.
• Debt restructuring, fundraising or financing.
• Normal or on-going business and production operations not directly
related to the project.
• Trucks or other vehicles (although refrigeration unit could be eligible).
• HST, value added tax or other cost for which a refund or rebate is
received.
18. Ineligible Costs continued
• Major capital including:
–
–
–
–
Land, buildings and major infrastructure
Additions to buildings, teardowns or rebuilds
Leasing
Power lines, plumbing, telecommunications lines or equipment, water lines, etc.
outside of the building
• Costs incurred prior to the approved project start date or after
December 31, 2015
• Costs incurred in preparing an application
• Costs of alcohol, international travel, per diems or gifts
19. Application In-Take Periods
Complete applications received during the in-take periods listed
below will be assessed and presented to the Rural Economic
Development Advisory Panel as a group. These dates align with the
RED program in-take periods.
2013
November 1 - December 31
2014
January 1- February 28
March 1 - April 30
May 1 - June 30
July 1 - August 31
September 1 - October 31
November 1 - December 31
2015
January 1 - February 29
March 1 - April 30
May 1 - June 30
21. From Ideas to Success
Growing Forward 2 is a 5-year federal-provincial-territorial
initiative, designed to encourage innovation,
competitiveness and market development
Flexible and practical programming options to help
producers, processors, organizations and collaborations to
grow profits, expand markets and manage risk
Focused on innovation, Growing Forward 2 (GF2) is
designed to contribute to the economy, help the agri-food
industry be more competitive and enable you to reach your
business goals
21
22. Program Framework: Areas of Focus
Environment and Climate Change Adaptation
Animal and Plant Health
Market Development
Labour Productivity Enhancements
Assurance Systems (Food Safety, Traceability, Animal
Welfare)
Business and Leadership Development
• Innovation is a key component of all areas of focus
22
23. Program Framework: Desired Outcomes
Use best business and leadership practices
Use energy, water and other inputs efficiently
Better able to adapt to climate change
Maximize labour productivity
Access new and emerging markets
Retain and expand existing markets
Market products by adopting assurance systems and/or
adding value such as agri-products and food for health to
meet buyer demand
Ability to respond quickly and effectively to risks
Reduce key risks
25. Producers
Established producers:
Are those who produce agriculture commodities and
file business and/or farm income/loss taxes in Ontario.
Must have a Premise Identification Number for the
farm property where the proposed Capacity Building
activity applies and have a valid Farm Business
Registration Number or equivalent.
New producers:
Are new entrants to the agricultural production industry
and have business projections that demonstrate
potential annual gross business income of $7,000 or
more within three years of applying.
File personal income taxes in Ontario and have not
filed taxes as a farm business in the two years
previous to applying for GF2 funding.
26. Processors
Processors are businesses that:
Are currently actively engaged and directly involved in the processing,
modification, and/or transformation of agricultural commodities, food,
beverage or agricultural based bioproducts in Ontario
File business and/or farm income/loss taxes in Ontario; and
Have a Premises Identification Number
New food and bioproducts agri-product processors:
Are new entrants to the food and agri-products processing industry and have
business projections that demonstrate potential annual gross business income
of $30,000 or more within 3 years of applying
File personal income taxes in Ontario
Have not filed taxes as a food or agri-products processing business in the two
years previous to applying for GF2 funding
Have a Premises Identification Number (if processing facility is established)
• First Nation food and bioproducts businesses that meet the above criteria
are eligible
27. Organizations
Are any not-for-profit, Ontario-based, legal entity involved in the
agriculture, agri-food and agri-based products sector capable of
entering into a contract, including, but not limited to:
• Associations
• Marketing boards
• Aboriginal groups
Organizations must have a membership comprised primarily of
Ontario residents.
Federal, provincial, territorial government departments or
agencies, and academic/research institutions are not eligible
organizations.
28. Collaborations
Combinations of two or more legal for-profit businesses and/or
non-profit associations/organizations, and/or academic/research
institutions in the agriculture, agri-food, agri-products sector,
primarily located in Ontario.
Collaboration funding is intended to support projects that
demonstrate benefit beyond the collaboration members.
Collaborations are strongly encouraged to involve organizations
in the project to ensure results are shared broadly.
Lead Applicant:
Be an organization or business located in Ontario
Be the primary point of contact with AAC and enter into a
legal agreement with AAC on behalf of the other
collaboration members
29. Collaborations
Collaboration Members:
Have an arm’s length relationship from the lead applicant
and from the other collaboration members
• Organizations and businesses located outside of
Ontario may be collaboration members, as long as the
supply chain is primarily located in Ontario. The project
outcomes must demonstrate benefit to the Ontario
agriculture, agri-food and agri-products sector.
30. Funding Assistance: Intake Dates Year 1
Capacity Building
Project Implementation
Producers
June 26th, ongoing
Processors
June 26th, ongoing
Sept 9 - Oct 24
Dec 16 - Jan 30/14
Organizations
and
Collaborations
June 26th, ongoing
Sept 9 - Oct 24
Dec 16 - Jan 30/14
June 26 - Sept 5
Sept 9 - Oct 24
Oct 28 - Dec 12
Dec 16 - Jan 30/14
Contact
OSCIA
OMAF
AAC
30
31. Cost-share and Funding Caps
Project
Project
Capacity Building
Implementation Total Funding
Implementation
Cost-share
Innovation
Cap over Five
Cost-share
Percentage
Cost-share
Year Program
Percentage
Percentage
Producers
50%
35%
50%
$350,000
Processors
50%
35%
50%
$350,000
Organizations
and
Collaborations
75%
50%
Up to 75%
$3 Million
(Flexible)
31
32. How to Apply
Enrol through GF2 Client Portal to create your
profile using the link at: ontario.ca/growingforward2
Complete application(s) online through the same
link
Guidebooks, enrolment and application forms are
available online
Ministry staff and delivery partners are available to
help
Website:
www.ontario.ca/growingforward2
32
33. Contacts
Producers
Ontario Soil and Crop Improvement Association (OSCIA)
1-800-265-9751
ontariosoilcrop.org
Processors
Ontario Ministry of Agriculture and Food (OMAF)
1-877-424-1300
ontario.ca/growingforward2
Organizations Agricultural Adaptation Council (AAC)
519-822-7554
and
Collaborations adaptcouncil.org
ontario.ca/growingforward2
1-877-424-1300
33
34. Karen Fischer
Agriculture and Rural Economic Development Advisor
Ontario Ministry of Agriculture and Food
Ministry of Rural Affairs
Belleville
613-962-2655
karen.fischer@ontario.ca