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Many different agencies, councils, and organizations working through a variety of programs, have the common goal of assisting New Jersey’s agricultural community.  Strengthened communication and coordination between agencies and programs can result in multiple benefits for the agricultural community.

In 2007 the Department will continue working on broad strategies and reaching out to better coordinate efforts with other agencies.  In keeping with the goals outlined in its strategic plan; the Department continues to identify strategies to ensure the economic viability of the state's agricultural industry.


11.01 Inter-Agency Coordination

99) STRATEGY Strengthen communication between the department, Rutgers’ School of Environmental & Biological Sciences, County Agricultural Agents, 4-H staff, USDA personnel to improve program coordination. 

11.02 New Market Opportunities List

100) STRATEGY Maintain a current list of “New Market Opportunities.”  The list could be drawn from projects within the Economic Development Work Group and disseminated directly to growers though Rutgers’ plant and pest advisory. 

11.03 Assist in Addressing Labor Issues

101) STRATEGY- Continue the commitment to programs that support worker training, worker health and safety, and farm labor housing.  Support reform of policies and procedures addressing temporary agricultural worker visas at the federal and state level.  

11.04 Worker Training

102) STRATEGY – In conjunction with the department’s Agricultural Development Initiative establish an entrepreneurial and executive training and development for producer management and entry level training.  To increase the success rate of agricultural businesses training will assist in the utilization of personal computers, proper maintenance of power machinery used in agricultural operations, business marketing and communications and bi-lingual technical language training.  

103) STRATEGY - Through various programs such as the Agricultural Leadership Development Program promote the development of new agricultural businesses through training in areas such as business plan development and coordinate with the Farm Services Agency and the Small Business Association.

104) STRATEGY - Create a listing of all training, agricultural and business development resources on the department’s website. 

11.05 Farmland Assessment and Crop Insurance and Technical Assistance

105) STRATEGY – Provide support, policy analysis, and information on farmland assessment to the Farmland Evaluation Advisory Committee, the Director of Taxation’s Farmland Assessment Committee, agricultural organizations, municipal tax assessors and to landowners.  Update the document – New Jersey’s Farmland Assessment Act – A Primer on Basic Requirements.

106) STRATEGY - Implement the New Jersey Crop Insurance Education Initiative in partnership with the Risk Management Agency USDA and Rutgers Cooperative Extension to improve the financial health of all farmers, increase their skill and knowledge in using crop insurance, and to increase crop insurance participation as additional products and programs become available.

107) STRATEGY- Actively assist farmers as an advocate with issues related to agricultural production, taxation, regulations, economic development, value-added opportunities as well as a variety of other matters that impact the long-term viability of New Jersey agriculture.

108) STRATEGY – Provide technical assistance to farmers, architects, engineers, farm building consultants and agricultural contractors concerning the New Jersey Uniform Construction Code administered by the New Jersey Department of Community Affairs as it relates to farm buildings.

109) STRATEGY - Assist farmers with interpreting the Real Property Appraisal Manual, Farm Building Section with changes in construction techniques and building materials as well as building specifications and cost schedules.  Provide information on calculating replacement costs and accrued depreciation.  

110) STRATEGY Increase participation in New Jersey’s agricultural plastics recycling programs and assess the feasibility of expanding the program to include other materials generated by farmers and aqua culturists.  Assist the State’s food processing industry in finding markets or utilization for soon-to-expire and expired food products and work closely with other agencies in matters that require creative recycling solutions for non-traditional materials.

111) STRATEGY – Provide farmers and agribusinesses with information about the requirements concerning motor vehicle regulations and license plates for farm vehicles, requirements for the International Registration Plan, the International Fuel Tax Agreement, and commercial drivers license provisions.  The Department will identify federal and state motor vehicle laws and regulations that impact interstate and intrastate of agricultural commodities and distribute information to continue the orderly transportation of New Jersey farm products.

112) STRATEGY – Disseminate information and respond to inquiries on the availability of financing from federal, state, and commercial lending institutions for agricultural loans. Advise individuals on the importance of developing business plans, maintaining financial records, and asset requirements in obtaining financing.

113) STRATEGY – Coordinate the administration of agricultural disaster declarations to assure that all USDA Farm Service Agency procedural requirements are met.

11.06 Improve Roadside Signage

114) STRATEGY– Continue to advocate a statewide standard for directional signage on New Jersey’s roadways to heighten consumer awareness and provide a more visible marketing profile for the industry.  Seek industry specific exemptions and changes in existing signage regulations to increase signage opportunities.

11.07 Intra-Agency Cooperation

115) STRATEGY - Link together the internal plans and initiatives of the New Jersey Department of Agriculture.  Strive to consistently implement the Economic Development Strategies with the Smart Growth, Green Energy and the Agricultural Development Initiative.

11.08 Processed Foods

116) STRATEGY - Work in conjunction with Rutgers’s Food Innovation Center to develop a proposal for a Jersey Foods brand extension of the Jersey Fresh brand.  The Jersey Foods brand will be available for use for processed food products that meet the yet to be developed criteria.

117) STRATEGY – Support agriculture and economic development by providing technical support services to existing as well as new agribusinesses including food manufacturers that add value to agricultural commodities.

118) STRATEGY – Continue to support New Jersey’s small and medium sized food processors.  Help processors to find local sources of food and agricultural products, provide outreach and education about government grants and services, organize and support New Jersey State pavilions at regional and national trade shows such as the Fancy Food Show in New York City.

11.09 Export Development

119) STRATEGY – Target the Caribbean Basin and South and Central American markets for New Jersey fresh and processed through participation in a exhibit at the 9th Americas Food & Beverage Show in Miami.  Seek to recruit New Jersey companies to attend and establish a pavilion of New Jersey exhibitors at future Americas Food and Beverage shows.

120) STRATEGY - Provide export education and promote the federally funded export market research and development programs of Food Export USA – Northeast to New Jersey’s fresh and processed food industries.  Secure federal grant funding for an export development intern position responsible for programs of export education and export program promotion.

11.10 Outstanding Young Farmer Award

121) STRATEGY – Administer New Jersey’s Outstanding Young Farmer Award program to recognize the contributions and achievements of the New Jersey recipient.  Coordinate the nomination and awards process with the National Outstanding Young Farmer Program administered by the US Junior Chamber of Commerce.