Another successful year for strategy execution is in the books for Manitoba Crop Alliance (MCA)! In 2025-26, MCA completed year two of its 2024-2027 strategic plan, building on the successes of year one and setting a strong foundation for year three. MCA staff have been working hard over the last year to achieve the organizational vision laid out by MCA’s directors and delegates.

First, let’s take a step back and review the structure of MCA’s strategic plan. The three-year strategic plan was developed to deliberately steer MCA’s future and make sure Manitoba farming becomes more productive and sustainable. The strategic plan consists of three Big Goals, which will be achieved over the three-year period. Each Big Goal has three corresponding Step Goals. Step Goals are developed annually, and when executed, move us closer to completing Big Goals and fulfilling the vision of MCA. Below is a recap of the 2025-26 strategic plan, including successes, challenges and learnings.

General Wins

To ensure that MCA’s strategic plan moved off the shelf, MCA has evolved its strategy execution process to meet organizational needs. The adapted execution process deliberately creates space for strategy execution in staff members’ schedules, allowing progress on Step Goals to be made. The process was tailored to MCA staff needs, resulting in greater resource use efficiency and allocation of staff time.

Furthermore, MCA’s annual Step Goals were developed with the organization’s scope of work, capacity and expertise in mind. This made the 2025-26 Step Goals impactful and created a clear pathway forward for completion.

Step-Goal-Specific Wins

Big Goal #1: Innovate our communications program to increase awareness and engagement with our farmer members.

Step Goal #1: Identify opportunities for innovation within our communications program that will drive engagement and awareness among our farmer members.

• Strong MCA staff and farmer participation resulted in important learnings about the impact of our current communication initiatives and future engagement opportunities with our farmer members. Through one-on-one interviews between MCA staff and farmer members, a clear understanding of communication needs and persisting gaps was established. Farmer members’ stories drove the learnings for Step Goal #1 and provided invaluable insights that will be carried forward across Big Goal #1.
• Win: Connecting with farmer members to build two communication initiatives that build trust and engagement in MCA, while addressing communication gaps outlined by members. Stay tuned for the new initiatives!

Step Goal #2: Prioritize and implement communications innovations.

• Step Goal #2 was not completed in 2025-26. Step Goal #2 depended on completion of Step Goal #1, which required more time and resources than anticipated.

Step Goal #3: Develop a framework for assessing the success of communication innovations.

• Step Goal #3 was not completed in 2025-26. Step Goal #3 depended on completion of Step Goal #1, which required more time and resources than anticipated

Big Goal #2: Strengthen research capacity for the benefit of Manitoba farmers

Step Goal #4: Secure new research partnerships with Manitoba post-secondary institutions.

• Securing new research partnerships is essential to ensure impactful research is conducted on behalf of Manitoba farmers. Multiple roadblocks arose when engaging in new research partnerships, leading this Step Goal to be suspended.
• Win: Step Goal learnings and resources were applied to other strategic activities, enabling the successful execution of other Step Goals.

Step Goal #5: Actively engage in strategic plant breeding programs in Manitoba.

• Due to changes in partners’ capacity and Step Goal requirements moving outside the scope of MCA’s circle of control, this Step Goal was suspended.
• Win: Early recognition of Step Goal roadblocks led to MCA resources being allocated to fulfill other aspects of the strategic plan.

Step Goal #6: Assess current fulfillment of MCA research priorities to identify and address gaps.

• MCA conducted a fulsome audit of our current fulfillment of research priorities for all crop types and the whole farm program. The assessment reviewed all research projects funded by MCA since 2016 and categorized the research priorities they fit. This assessment highlighted current gaps in priority fulfillment and areas where significant research has occurred.
• Win: Findings were shared with MCA crop committees and the board of directors, providing insights into overall and crop-specific priority fulfillment trends. These findings will help guide future project funding efforts to enhance MCA’s impact and responsiveness to evolving producer needs.

Big Goal #3: Explore areas for bold investment that facilitates historic progress.

Step Goal #7: Develop and execute a targeted advocacy plan focused on research investment.

• MCA succeeded in the development of a targeted advocacy plan to ensure Manitoba farmers’ research and innovation needs are met.
• Win: Advocacy plan was implemented and execution has already begun!

Step Goal #8: Identify areas of investment that advance the management skills and knowledge of our farmer members.

• To fulfill Step Goal #8, MCA created the Roots to Results Webinar Series, which provided a deeper understanding of farm business management skills that are valued by our farmer members. The series accomplished this by hosting webinars featuring recognized industry experts who discussed management skills that can have a real impact on the farm.
• Win: The series successfully provided in-depth knowledge of topics such as grain marketing, farm finances, crop insurance and tax strategies. Wrap-up articles can be found here and webinars are available on the MCA YouTube channel.

Step Goal #9: Identify opportunities for leadership training investment in our farmer members.

• To fulfill Step Goal #9, MCA hosted the LeaderShift Insight program for farmer members. This in-person program took place in mid-December and covered multiple topics, including the “human” side of agriculture, performing better under pressure, farm transitioning, business planning and improved self and social awareness.
• Win: Participants built leadership skills that they took back to their farms and communities.