Spazio Bio is part of the consortium of Città dell’Altra Economia: a consortium of organic and other alternative producers that commenced in 2007 and now has 120 farmer members who sell their products through a store that is owned by themselves.

Spazio Bio has a strong connection with local society and strong interactions between sectors. It pays 300,000€/year rent to the municipality upon whose property it is located.

The various activities on site raise the income, many are public goods, and there are many free activities for small producers and artists, etc.

The consortium receives support from ETIC BANK.



Main results/outcomes

A strong connection between citizens and consortium.

40% added on to prices to cover the cost of the shop

There is a 30% difference in price compared to the same conventional products

Practical recommendations

Be innovative to survive in a market that is increasingly competitive –even in the organic sector products now can be bought at a lower price in the supermarket.

The project started in 2008 and was divided into two phases, the first phase was a public investment by the municipality of Montevarchi (Comuni di Montevarchi e del Valdarno), for the construction of the closed market as well as the payment for 4 - 5 years of experts for field work to establish links between producers and the market. The second phase of development was related to self-administration, a difficult phase as this market had to work both to increase the number of members but also to maintain close links with consumers who had their own demand. By 2018 about 40 - 50 producers sold their products here.

Main results/outcomes are:

Fruitful cooperation between local government and the producers in the area;

Close connection between producers and consumers of the area, a link that was strengthened by the production of fresh and safe products;

The producers in this market do not sell products out of season;

The project learned that it is important to show to the consumers how the product is made, how it is processed and how safe it is;

Producers did not pay rent as such but paid 10 - 15% of their earnings for maintenance and new investments in the market;

The price of selling their products was 15 – 20% higher compared to the other commercial markets;

The project learned that it is important to keep all the sales and purchase data as well as the data on the earnings, using special software.

The main practical recommendation(s):

One pillar of success was raising consumer awareness that not every product required by them can be found in this market outside the production season, but that they will always find seasonal products that are 100% fresh.

Profits were divided according to the percentage of the produce they had contributed..

This cooperative has a 50 year history, commencing with 80 members and reaching 5,600 farmers by 2018. 20,200 tons of olives and 3.300 tons of Extra Virgin Olive Oil Toscana are produced every year. The oil is produced and distributed from two mills in Vinci (Firenze) and Lamporecchio (Pistoia). Equipped with new generation quality producing and packaging lines in order to guarantee a high technological system control, they obtained the following process certifications: ISO 9001:2000; BRC Certification; IFS Certification and product certifications: Product traceability (BVQI); Organic farming (CCPB); Kosher product.

The decision making, planning on all levels are for common benefits. Members participate in the Annual Meetings to comment, propose and vote on organizational issues.

Main results/outcomes

Small producers realized that they would reap more benefits if they associated to produce and sell their oil and other olive products. These benefits comprise: access to modern technology and machinery, promotion, stable markets and job creation in the local community, particularly for young people who are encouraged to value their work.

A critical mass of producers are in a better position with regard to all levels of decision making.

They are able to influence the process of creating local market regulations according to European Regulations with an emphasis on the capacities and needs of local producers.

Better promotion and popularization of the local products and of the region.

The main practical recommendation(s):

Any new investment represents a challenge for group decision making, and this can be overcome through a common and shared process.

This Foundation undertakes certification of regional products of the Waddenregion in The Netherlands (approx 150 products), added value of products, chain- & product development, and develops new markets.

Results:

According to one of the founders, as pioneers they all made mistakes to start with, as they had little professional support or expertise in organic farming and processing. Marketing was a real bottleneck until they started tapping into the tourist market that visited the Wadden islands every year.

Now the Foundation has quality and distinctive product recognition by the consumers; and higher value led by successful branding. A Quality mark ‘Waddengold’ has been developed, along with a flexible network of approx. 300 small scale producers, processors, restaurants, fishermen etc. and approx 1000 points of sale.

Main recommendations:

Success has been attained through regional specificity, cooperation, and synergy. A strong quality mark is only possible with quality criteria, and this is a crucial precondition in order to attain a higher added value. In this case, organic and biodynamic certification are used, and in addition quality concepts relating to the bioregion such as fresh air, sea and sun.

Getting agreement on terms early on is crucial so that these terms are not misused in the future – an example being the term ‘genuine’ whose use was vague and this lead to certain products being marketed from the region even though they came from outside.

This Association undertakes agricultural management of the area (peat area and polders) with a surplus value for nature and landscape and with a focus on meadow bird management.

The main results are several. There is a renewed drive and spirit within the regional farmers community. New region-specific agricultural practices have been developed that are oriented toward nature and landscape management. The Association has contributed to the development of agri-environmental schemes and policies in a more ‘farmers-friendly’ way. Overall it has provided new perspectives for farming in the area and higher quality of nature and landscape.

Specific practical recommendations are that the organisation has to be properly farmer led, that its not sufficient only to ‘oppose’ governmental plans, but to be constructive and develop an alternative plan based on the idea “we can do it better” and on concrete practices and experiments (use of own ‘local knowledge’), that its important to cooperate with regional nature and landscape organisations and authorities, and that a step by step development is required; it takes time to develop the organisation, first small results are needed to be able to get ‘trust’ and to develop larger plans etc.

This Association undertakes the collective organisation, implementation and monitoring of agri-environmental schemes. Results include a high involvement and commitment of farmers regarding agricultural landscape and nature management, and strong farmer organisation. New region-specific agricultural practices have been developed, oriented on: a) nature and landscape management, and b) sustainable farming (esp. low nitrogen surpluses and high nitrogen efficiency).

The Association has made a contribution to the development of agri-environmental schemes/policies in a more ‘farmers-friendly’ way, and overall provides new perspectives for farming in the area and a higher quality of nature and landscape.

Practically, a recommendation is that it has to be a real ‘farmers-led’ organisation in order to have success. Further it is not constructive to simply ‘oppose’ governmental plans, but instead to be constructive and develop an alternative offer or plan based on the idea that “we can do it better” and also on concrete practices and experiments (use of own ‘local knowledge’)

Cooperate with regional nature and landscape organisations and authorities is essential.

Finally development is step by step; as it takes time to develop the organisation, first small results are needed to be able to get ‘trust’ (from both colleague farmers, NGO’s and authorities) and to develop larger plans.

In other parts of the world, Participatory Guarantee Systems are developed to reduce the costs of official organic certification. This particular initiative seeks an even greater guarantee of social transformation and sovereignty through local agro-ecological production and consumption, short distribution channels, protecting the small producer as well as human and environmental health, social justice and horizontal relationships between people, and social, cultural and economic activity in support of the values of agroecology

The name Ecollaures means ‘ecological farmers’, with llaures being Valencian for farmer.

Successes include the higher involvement of consumers in the food chain, as well as social organisations, academics and other actors, and stronger synergies between the activities of production, processing and marketing. Many local councils accept the PGS as a sufficient guarantee to participate in local markets and other initiatives of direct marketing and short supply chains. PGS members also participate in areas of political decision making such as the Agrarian Council of Valencia City.

Overall the PGS Ecollaures has helped to improve the sustainability and viability of its participating projects.

A key recommendation is to prioritise efforts to ensure very active participation of everyone involved, in order to ensure participatory democracy.

The experiences with short supply chains has grown exponentially in the Valencia region over the last 8 years. It has gone from 6 consumer groups to 60, from 2 school cafeterias to 30, and from no farmers’ markets to more than 20. The main reason for this growth has been the coordination achieved by the Valencian Platform for Food Sovereignty. This platform arose in response to the idea that food processes should originate and be coordinated from the bottom up, in order to overcome market dynamics at other levels. Other key concerns have been the increase in awareness of food that is of high quality, sustainable and responsible.

One important initiative has been the creation of a coordination space between consumer groups where they share experiences, provide mutual support and achieve joint activities. The support of some concrete administration has facilitated the creation of new markets and new school cafeterias. Key to this is multi-actor participation, for example one school cafeteria “Grasshopper” engages the parents, children, teachers, cooks and also enables the farmer suppliers to come to the schools to meet the children.

Within a few decades, Spain’s workforce on the land has dropped from 20% to 5%, and land abandonment and its degradation – including fire risk - has become a problem. This alliance comprises local and provincial government in Valencia who act as intermediaries between owners of abandoned land and people who want to work the land. Almost a match making system, a website displays available land, and the needs and desires of both the owner and the potential tenant are considered for compatibility. It is up to the owner and tenant to then develop a contract, over the duration of the rental agreement and how and whether the owner requires reimbursement. This could take the form of profit share, produce share, a rental payment, or simply a goodwill gesture.

From its inception 3 years ago, this initiative has grown to include 40 municipal councils who have signed up to the scheme, and 35 contracts have been made. Though the average size of the parcel is half a hectare, still this scheme benefits the environment as well as creating jobs and income, and strengthening community cohesion. The land owners tend to be retired farmers, and as one remarked “I am much happier now to see my land being cultivated again.” The presence of the Council engenders trust. Challenges encountered so far include convincing elderly land owners to share the land which they have been for a long time attached to, and mediating conflicts. Further, land is more attractive to tenants if it is gravity irrigated than dependent on more costly groundwater pumping.

Key recommendations and criteria for success are the appropriate level of management by government – to avoid overcontrol, and also to avoid future conflicts by ensuring good matchmaking between owner and tenant from the beginning.

Green care services on farms is growing in Norway and are adapted to a wide range of user groups:

• Immigrants - language training – integration - learning

• Youth with problems – farmer and family as role model

• Mental illness – social community – flexibility to adjust work to daily conditions

• Intellectual disabilities – real work – learning opportunities

• Drug abuse – social community – real job – keep away from drugs

Usually municipalities are the customer on behalf of the users.

Green Care activity must fulfil several regulations and secure certain quality standards besides marketing their services. For each farmer, this takes much time and efforts at the expense of his/her primary job on the farm. The farmers therefore have established cooperatives to take care of some of this jointly. These cooperatives offer: mentoring services, a network of farmers, activities related to market introduction, standards documents (contracts, confidentiality agreements etc), billing systems, training and competency services.

The benefits of this organisation are obvious both for the farmers and the customers: the farmers can use their time to produce services, instead of marketing and sales, the markets become aware of our existence, several farm work together so there is always someone available, there is a community of farmers, a network, and less work for our customers (!), another farm can do the job if the services can´t be delivered for a period, and the farmer will have someone to talk to at the end of the day, confidentiality.

NAC is the apex organization for all the farmers organizations in Norway. These are cooperatives in all sectors: marketing, purchasing, breeding, services, finance and insurance. It also includes the two farmers’ unions. NAC is an important arena for coordination and strategic discussions.

NAC also works on topics of common interests for members. Through the history of NAC there has been changing priorities, but the main areas are:

• Political and legal framework for the cooperatives

• Education and training of cooperative members, leaders and employees

• Coordinating R&D activity and funding

• Public relations – information

• Ad hoc tasks

The Farmers Unions are working on the political arena, while the cooperatives are in their respective markets. As the farmers are dependent on both these, an arena for good coordination between the different organizations are therefore important.

The cooperatives have developed from local and regional to national entities. It is important to maintain real member governance in the cooperatives, and the joint efforts of NAC in educating members and train leaders is an important task in order to achieve that. The success of Norsk Landbrukssamvirke is first and foremost the role as an arena for coordination and exchange of experience between organisations and cooperatives of which the farmers are members.

As a result of this Norsk Landbrukssamvirke is conducting several tasks in common interest for the members. Focusing on the political and legal framework conditions for the cooperatives and the education of cooperative leaders are the most important. But there are also a substantial number of organizational and business tasks successfully facilitated by Norsk Landbrukssamvirke.

NORSVIN was founded in 1958 based on 3 guiding principles: farmers’ independence, progress for the many and achievements by research. Thus the organisation is owned and governed by farmers. 15 county organisations elect representatives to the board.

Breeding goals are set by the farmers themselves through the board, so they are balanced not only in terms of economic efficiency, but also animal health and welfare.

In combination with other Norwegian animal health programmes, this has resulted in an excellent health situation in the swine population. This is important for Norwegian farmers and consumers and is the basis for a successful export of swine genetics.

Since 1995 NORSVIN has been involved in international activity. In 2014 it joined forces with Dutch cooperative Topigs and merged their international activity into Topigs-Norsvin. This is now the second largest provider of swine genetics in the world. The income from international activity is an important funder of further R&D. Modern breeding technology is based on science and innovation. Financing this was increasinglydifficult for a relatively small organisation like Norsvin so extending the cooperation with Dutch farmer has given financial strength to continue a development governed by farmers. The result is an efficient and healthy pig sought by farmers worldwide. The international success is financing further breeding efforts and results. By establishing their own pig breeding organisation, Norwegian pig breeders successfully took control of the genetic development of their pigs making it possible to give priority to animal welfare and health. The alternative would be import of genes from international companies with other breeding goals.

Norway’s agriculture is based on cooperatives - the first cooperative dairy was started in 1856, and since then 700 more were established and expanded to regional and national levels. All dairy cooperatives are now merged into one single entity -TINE- with 31 dairy plants spread all over the country and 170 member societies. As the majority of Norway’s arable land is only suitable for grassland,milk production is the backbone of Norwegian Agriculture. TINE works on efficiency, innovation and building strong brands to ensure market access and best possible income for the farmers. It also offers advisory service, help to distribution etc. Substantial resources are used to maintain a well-functioning member organization and a real member governance.

TINE has a strong focus on CSR and environmental issues through the entire value chain from farmer to consumer. It also offers advisory services to farmers based on results of research from members' own farms. TINE is preparing for a digital future as data becomes available, and at the same time ensure the farmers’ ownership and control of their data. Establishing and developing the dairy cooperative has given all dairy farmers equal access to market and income from their production. This is essential for maintaining agriculture and milk production all over the country.

The overwhelming part of milk and milk products reaches the consumers through three retail chains. To be competitive in this market and secure a fair share of the value added in the food chain, farmers have established a consumer-oriented and efficient industry with strong market brands..

TINE is successfully focusing on member governance of the cooperative as well as business relations between the cooperative and the members.

CUMAs are farm machinery service cooperatives, small autonomous groups, ruled by and for farmers. Their objective is collective investment and joint use of machinery, buildings, infrastructure and workers. By pooling equipment, CUMA offer an innovative arrangement to share equipment, reduce machinery costs and make limited capital available for other uses.

In the case of CUMA Nord’Oignon, the shared investment is in all the equipment required for the sorting, grading, drying and packaging of onions. This group has been created by 9 producers in 1991 as they needed to respond to market demands in terms of products they were supplying. Now 30 farmers are members of the CUMA, included 10 organic producers. As onion is a speculative crop, it was quite difficult to gather people together for a collective project - the president recognizes that it took them 10 years to find the right way to operate! Success means that more framers regularly request to join the group.

The sale of the onions is the task of another linked cooperative, Marché de Phalempin.

Marché de Phalempin is a cooperative dedicated to the sales of fresh vegetables from 188 producers. It has an agreement with the CUMA Nord’Oignon : to sell all the onions of the CUMA members, and only them, and to provide market feedback to the producers. This cooperative sells around 40 000 tons of vegetables produced by local farmers, 80% is sold to supermarkets.

There is a long tradition of assistance and solidarity amongst farmers in this area, that includes a cooperative created in 1992 to share agricultural equipment investment (CUMA “La Verlossoise”, with 34 farmers). Following this, in the municipality of Loos en Gohelle, the mayor launched a project to develop supply and demand in organic local food. The town purchased 8 ha land and provided this to a group of 4 farmers for organic farming, in exchange for their engagement to convert the same acreage on their own farms. These farmers are also encouraged to experiment. Thus, the 4 farmers involved have created a society and farm together these 8 ha.

Harvests are sold through the co-operative, and the goal is to eventually provide the neighbouring school cafeterias, but for this the group needs to reach a larger volume of production. They also want to develop a processing unit to promote short supply chains such as direct sales.

Three factors for success of the project are: 1) the municipality had developed a strategy about local healthy food as a way to create links between inhabitants and improve living conditions, and thus wanted to support organic farming; 2) the exchange of knowledge between Pierre Damageux – who was a pioneer in organic farming – and his colleagues facilitates the development of new farming practices by the others, and 3) financial risk is lowered by the sharing of specific equipment in the CUMA.

The Green Basket is a collective of 27 local farmers and employs around 20 staff. It has a long history of cooperation, where food producers join together and add value by processing and selling directly to customers. Producers work in turn in the shop, so they get to know the customers. The producers have annual contracts with the coop, so they must keep quality to a high level, and they all have invested their own money in the shop and processing plant.

Being non-profit making, the surplus is distributed among the members as a form of fair trade.

The success is demonstrated in that they have very long-term farmer members (of 30 years). It is easier to work collectively when there is no internal competition; in this case each farmer supplies a different product.

They are careful to keep prices affordable and build a strong relationship with customers including through taste testing activities. Trust is key to success, and this requires transparency with customers and good communication including when things aren’t working so well.

They don’t try to compete on price with supermarkets as the product is not like-for-like, but instead have prices similar to artisan and traditional products.

They have learned that direct marketing is highly effective, with local support within a 10 km range, also important is secured payment (in 8 days), the processing plant and shop should be in the same place, they have an easy feedback system from customers, its popular to promote regional and local products. They have also found that local food integrates people, and that to start this kind of initiative one needs a deep knowledge of the local tradition, production and culture in order to establish relationships with local stakeholders.