Milk Producer May 2024

OF

PRODUCERS

BUILDING A LEGACY

Everyone is a team player at Heritage Hill Farms

Not all Vaccines are Created EQUAL

We hardly treat calves anymore since implementing ENDOVAC–Dairy at day one. It is so easy on calves that we do not have to worry about slowing them down after giving ENDOVAC to day old jersey or holstein calves on 100 degree days. From years past, we knew that we needed some help overcoming scours at day ten. ENDOVAC filled the gap. We have not had to treat for scours since adding ENDOVAC–Dairy to our protocol. We are sticking to consistent vaccine protocols in our program and that will continue to include ENDOVAC–Dairy in our calves. In addition to unrivaled pathogens protected, the weaning transition has been smoother since using ENDOVAC. We are really looking forward to these calves entering our cow herd.

–Alex Prins, –Double P Dairy

We have used ENDOVAC–Dairy for 13 years. ENDOVAC–Dairy gives us the best E. coli Mastitis protection and assists us in keeping our 600 cow freestall operation under 125,000 SCC. We do not see milk production loss while using ENDOVAC–Dairy and the Immune Plus component of the vaccine helps keep our herd healthy and strong. All our calves are fed colostrum from ENDOVAC–Dairy vaccinated cows, which allows them to stay ahead of E. coli and Salmonella Scours.

–Dave and Stacy Jauquet, Jauquet’s Hillview Dairy

PUBLISHED BY

DAIRY FARMERS OF ONTARIO

6780 Campobello Road Mississauga, ON L5N 2L8

MANAGER, COMMUNICATIONS

Sharon Laidlaw sharon.laidlaw@milk.org

ADVERTISING

Pat Logan pat.logan@milk.org 519-788-1559

GRAPHIC DESIGN

Katrina Teimo

CONTRIBUTORS

ACER Consulting, Robyn Elgie, Marlene Paibomesai, Larry Batte, Mary Haurilak, Robert Price, Chris McCullough, Jeanine Moyer, Nancy Stonos-Smith, Veal Farmers of Ontario, University of Guelph, Arielle Le Heiget, Meagan King

Canada Post Publications Mail Sales Product Agreement No.40063866.

Return postage guaranteed. Circulation: 8,000. ISSN 0030-3038. Printed in Canada.

SUBSCRIPTIONS

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MILK PRODUCER

6780 Campobello Road Mississauga, ON L5N 2L8

Phone: (905) 821-8970

Fax: (905) 821-3160

Email: milkproducer@milk.org

Opinions expressed herein are those of the author and/or editor and do not necessarily reflect the opinion or policies of Dairy Farmers of Ontario. Publication of advertisements does not constitute endorsement or approval by Milk Producer or Dairy Farmers of Ontario of products or services advertised.

Milk Producer welcomes letters to the editor about magazine content.

*All marks owned by Dairy Farmers of Ontario.

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SUCCESS OF OUR FARMS AND DAIRY SECTOR IS TRULY A TEAM EFFORT

By Brian Burnett , BOARD MEMBER, DAIRY FARMERS

OF ONTARIO,

REGION 2, DUNDAS,

OTTAWA-CARLETON (EXCEPT FOR TWP. OF

CUMBERLAND),

AND STORMONT. BRIAN SERVES ON DFO’S AUDIT, COMMUNICATIONS AND GOVERNMENT RELATIONS, AS WELL AS THE TRANSPORTATION COMMITTEE, TRAINING AND DEVELOPMENT SUBCOMMITTEE AND RESEARCH AND DEVELOPMENT COMMITTEE.

“Surround yourself with smart people” is the motto my family and I follow on our farm. At Carleton Corner Farms Ltd., we live this motto everyday. Running two farm locations takes diligence, time and skill, and we’re thankful we’re able to call upon and rely on our trusted team of advisers along the way.

From our nutritionist, herd veterinarian and FSR, to our agronomist, financial specialists and IT professionals, among many others, there’s no doubt we would not be able to carry out our daily tasks and manage our farms as well as we do without these key players. As dairy farmers who sometimes work in the field alone, we can’t forget the importance and value of having a solid team by our side. We are fortunate we get to work with talented individuals who bring a wealth of knowledge, expertise and strengths to our farm operations everyday.

As you read this month’s issue about promoting The Farm Team, you’ll quickly notice

how these trusted advisers all have a hand to play in helping us raise the healthiest herds, maintain high-quality milk and find efficiencies to run profitable farms. An excellent example of this is the cover story on Heritage Hill Farms and the Johnston family, which has been building on the legacy of previous generations as the family fine tunes its own approach to farm management and daily operations. These progressive transformations have driven the family to develop a positive team dynamic that runs on open communication, flexibility and aligning priorities.

On our family farm, we follow a similar principle. Our goal is to provide a space for hard-working, forward-thinking individuals to collaborate and build a better future together. Managing the dairy operations, cropping division, which includes planting and harvesting our own corn, soy, alfalfa and wheat, as well as three anaerobic digesters, requires a unique approach that allows each family member to optimize their skills and

interests. Both my wife Tracie and I, along with three of our children who farm with us—son Ian and daughters Blaire and Jaime—have found a way to tap into each other’s skills set to maximize efficiencies and ensure we are as productive, efficient and profitable as possible to maintain a healthy business. It’s a team effort and we wouldn’t have it any other way.

There are many considerations to running a family dairy farm and it takes a dedicated team to make it all work. Everyday, dairy farmers across the province uphold excellence in the production of Canadian milk. We can be proud to be part of the largest sector of Ontario agriculture, driving key economic growth for the province, and we are grateful for the many people who work behind the scenes on our farms to help us contribute to the vibrancy and sustainability of our industry.

The success of our dairy farms is truly a team effort.

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Brian Burnett

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BRITISH COLUMBIA

Mountain View Electric Ltd.

Enderby — 250 838-6455

Pacific Dairy Centre Ltd.

Chilliwack — 604 852-9020

ALBERTA

Dairy Lane Systems

Leduc — 780 986-5600

Nobleford – 587-335-9742

Lethbridge Dairy Mart Ltd.

Lethbridge — 888 329-6202

SASKATCHEWAN

Dairy Lane Systems

Warman — 306 242-5850

Emerald Park — 306 721-6844

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MANITOBA / NW ONTARIO

Penner Farm Services Ltd.

Blumenort — 204 326-3781

Thunder Bay ON – 800 461-9333

Tytech

Grande Pointe — 204 770-4898

ONTARIO

Claire Snoddon Farm Machinery Sunderland — 705 357-3579

Conestogo Agri Systems Inc.

Drayton — 519 638-3022 1 800 461-3022

County Automation

Ameliasburg — 613 962-7474

Dairy Lane Systems Komoka — 519 666-1404

Keith Siemon Farm Systems Ltd.

Walton — 519 345-2734

Lamers Silos Ltd.

Ingersoll — 519 485-4578

Lawrence’s Dairy Supply Inc.

Moose Creek — 613 538-2559

McCann Farm Automation Ltd.

Seeley’s Bay — 613 382-7411

Brockville — 613 926-2220

McLaren Systems

Cobden — 613 646-2062

Melbourne Farm Automation

Melbourne — 519 289-5256

Watford — 519-876-2420

Silver-Tech Systems Inc.

Aylmer — 519 773-2740

Dunnville — 905 981-2350

ATLANTIC PROVINCES

Atlantic Dairy Tech.

Charlottetown, PE — 902 368-1719

Mactaquac Farm Equip. Ltd.

Mactaquac, NB — 506 363-2340

Sheehy Enterprises Ltd.

Shubenacadie, NS — 902 758-2002

Sussex Farm Supplies

Sussex, NB — 506 433-1699

MITIGATING DISEASE OUTBREAK

Outlining the role DFO and other agencies play in monitoring and responding to the Highly Pathogenic Avian Influenza (HPAI)

By Guy Séguin, Senior Advisor, Special Programs, Dairy Farmers of Ontario

WHEN IT COMES TO ANIMAL DISEASE OUTBREAKS IN THE DAIRY INDUSTRY,

Dairy Farmers of Ontario (DFO) has a robust system in place to manage and mitigate disease occurrence on Ontario dairy farms. However, there are many other agencies and government departments involved in helping keep dairy herds and the public safe from emerging and communicable diseases. Since early April, the United States dairy industry has been experiencing an emerging disease, widely known as the Highly Pathogenic Avian Influenza (HPAI). At the time of publication, the virus has been detected in dairy cows in nine states. Though the virus has yet to be found in Canada, this is the first time bird flu has been detected in cattle.

The virus has prompted an all-hands-on-deck approach to disease monitoring and reporting. At the national level in Canada, the Canadian Food Inspection Agency (CFIA) is the lead in conducting inspections and has surveillance programs in place to detect and monitor disease, including HPAI. In general, dairy farming in Ontario is regulated by federal and provincial government organizations, as well as policies and programs developed by the Canadian Dairy Commission in conjunction with provincial marketing boards and industry partners.

As dairy officials continue to monitor and prepare for a potential industry-wide response to HPAI, it is important to be aware of who the key players are and their roles and responsibilities in managing an emerging disease situation such as HPAI. Understanding how DFO handles these situations and works with other stakeholders provides further insight into the organization’s emergency planning process.

CANADIAN FOOD INSPECTION AGENCY (CFIA)

The CFIA is the lead for responding to foreign animal diseases (FAD) in Canada. Since HPAI is considered an emerging disease, CFIA’s role for HPAI in cattle continues to be one of diagnostic support and international reporting only.

According to the CFIA, “HPAI is not a food safety concern and the risk of transmission to humans remains low.” HPAI is a federal reportable disease. Animal owners, veterinarians and labs must report suspect cases of reportable diseases to a CFIA district veterinarian.

CFIA’s response to detections of HPAI in cattle differs from the leading role CFIA plays for HPAI detections in domestic birds. The CFIA is working closely with stakeholders, including Dairy Farmers of Canada (DFC), the veterinary community, industry, public health authorities and provinces and territories to co-ordinate a national response. The agency will continue to reassess its position as new information becomes available that may change the risk to animals, people or trade.

In terms of its main role, CFIA enforces federal food safety regulations for both domestic and imported food. For example, CFIA employees inspect food for safety risks, protect plants from pests and invasive species and respond to animal diseases that could threaten Canada’s national herd and human health.

The Chief Veterinary Officer for Canada provides national leadership to ensure Canada’s animal and veterinary public health infrastructure is positioned to effectively manage current and emerging disease threats in order to protect animal and human health and maintain international trust in Canada’s inspection and certification systems in support of market access. The Officer is also responsible for notifying the World Organisation for Animal Health for reportable animal disease occurrences in Canada.

ONTARIO MINISTRY OF AGRICULTURE, FOOD AND RURAL AFFAIRS (OMAFRA)

OMAFRA is responsible for providing guidance and collaboration for information sharing and biosecurity recommendations. OMAFRA’s provincial animal health legislation provides authorities for prevention, detection and response related to animal health and food safety incidents and emergencies. HPAI is an immediately notifiable hazard in Ontario and laboratories and veterinarians have the responsibility to notify the Office of the Chief Veterinarian for Ontario at OMAFRA of samples that test positive.

The OMAFRA Minister has the direction and control of the administration of the law relating to agriculture, food and rural affairs in all their branches. The Chief Veterinarian for Ontario is a veterinarian appointed by the OMAFRA Minister to provide advice on any matter related to the protection of animal health and matters regulated under

the Animal Health Act. The Chief Veterinary Officer for Ontario works closely with the Chief Veterinary Officer for Canada and stakeholders such as DFO, Beef Farmers of Ontario (BFO), Veal Farmers of Ontario (VFO) and the College of Veterinarians of Ontario and University of Guelph departments.

UNIVERSITY OF GUELPH AND ITS ANIMAL HEALTH LABORATORY (AHL)

AHL specializes in determining the health of livestock, poultry, horses, fish, bees and pets through a wide array of tests, and in turn provides disease surveillance data for the province.

AHL holds many laboratory accreditations that provide assurance their procedures and operations are of the highest quality and meet international regulatory standards. For example, AHL is a Tier 1 CAHSN laboratory, which equals the capacity to participate in all phases of a FAD outbreak investigation. AHL also holds avian influenza laboratory certifications for testing. However, only the Winnipeg-based National Centre for Foreign Animal Disease CFIA laboratory can give an official confirmation that a farm has HPAI, under CFIA’s authority.

CANADIAN WILDLIFE HEALTH COOPERATIVE (CWHC)

In 2005, the CWHC developed a national surveillance program for avian influenza among wild bird populations in partnership with provincial/ territorial governments, CFIA, the Public Health Agency of Canada and Environment Canada. The survey includes sampling of live birds during the spring, summer and fall and continued year-round sampling of dead birds. The survey is intended to provide early detection of HPAI in Canada and determine the presence and characteristics of avian influenza strains in North America’s wild bird population. If you find a dead bird/wildlife on your farm property, do not handle it. Contact your

DAIRY FARMERS OF ONTARIO

DFO is closely monitoring HPAI, has emergency plans in place to assist producers and is collaborating with all relevant stakeholders as the situation unfolds.

In 2023, DFO established an Emergency Management Plan for animal health for both DFO and producers in collaboration with Animal Health Canada, OMAFRA, BFO and VFO. Recently, DFO also received training on managing a FAD outbreak.

DFO is also working closely with DFC’s technical and communication specialists and is regularly communicating relevant HPAI updates with producers via its regular communication channels.

Dairy producers are required to adhere to biosecurity plans outlined in Dairy Farmers of Canada’s proAction program.

To prevent HPAI introduction onto a farm:

• avoid bringing new animals onto the farm;

• if new animals must be added to a herd, or if animals have had contact with animals from other herds (for example, show or sale yard), isolate and monitor for 21 days; including milking separately with thorough disinfection of the milking unit between animals

• completely clean and disinfect the livestock trailer if moving cattle from other herds;

• minimize and restrict wild bird access to cattle and their environment including feed and water sources.

Signs to watch for on the farm:

If you find a dead bird/wildlife on your property, do not handle it. Contact your local office of the Canadian Wildlife Health Cooperative (CWHC).

If you detect the following symptoms or clinical signs in your herd, contact your herd vet immediately (they will then reach out to CFIA if necessary) and your DFO field services representative:

• decreased herd level milk production;

• acute sudden drop in production with some severely impacted cows experiencing thicker, concentrated, colostrum like milk with little to no signs of mastitis;

• decrease in feed consumption with a simultaneous drop in rumen motility; and

• abnormal tacky or loose feces, and some animals may have a fever

For herds where HPAI is suspected in cattle:

• take personal safety precautions as outlined above to reinforce good milking practices, such as equipment disinfection and milking sick cattle separately or last;

• isolate sick cattle from the herd;

• avoid housing multiple species together; where other species are kept on the same premises, particularly birds or pigs, emphasize the need for biosecurity measures between different species on the farm;

• limit animal movements as much as possible within the farm;

• limit vistors to your farm or your personnel’s visits to other farms;

• do not consume raw milk or feed it to other animals on farm.

For a comprehensive list of precautions to take and get the most up-to-date information on HPAI, visit the CFIA website at https:// rb.gy/irh9m6.

FARM TEAM

AN ESSENTIAL TEAM MEMBER

FSRs are a valuable member of a team of professionals involved in the complex business of dairy farm management

By Emily McDonald, Manager Field Service and Raw Milk Quality Programs, Dairy Farmers of Ontario

DAIRY FARMING IS A COMPLEX AND DEMANDING INDUSTRY

that requires constant attention and meticulous management. This requires a team of dedicated professionals to provide support and technical advice to ensure the smooth operation of dairy farms. Among these essential team members are Dairy Farmers of Ontario’s field services representatives (FSRs). FSRs play a crucial role in providing practical approaches to management issues on farm, including milk quality, animal welfare, quota matters and licencing inquiries, along with handling many more concerns and questions from producers.

As you may guess, the diversity and complexity of their roles is what FSRs enjoy most about their jobs. No two days are the same, just as no two farms are the same.

FSRs enjoy building relationships with producers—be it celebrating the successes of their business, production awards, working toward improved milk quality, construction of new facilities, seeing the next generation transition into farm ownership, or trying to help farmers navigate the more difficult aspects of farming and offering suggestions and resources to help them achieve their goals. FSRs can also be the first point of contact after a significant event, such as a barn fire, or a sounding board during times of worry and stress, such as succession planning, poor milk quality or poor crop years. Discussing the good and the bad of farming with producers helps FSRs better navigate future farm visits.

TROUBLESHOOTING MILK QUALITY ISSUES

Dairy farming involves a wide range of equipment and technology. Over the past few years, FSRs have completed a robust training program to better diagnose milk quality problems on different milking operations. This training has enabled FSRs to become adept at troubleshooting and provide technical support for various milking systems. They also complete quality investigations and provide producers with reports that highlight issues found and recommendations for improvements.

Once the investigation is complete, producers and FSRs often remain in close contact to continue monitoring milk quality trends. FSRs and producers are always working toward a common goal, which is to ensure excellent milk quality.

A HELPING HAND WITH FARM SUCCESSION

Many businesses, including family dairy farms, spend countless hours on succession planning to ensure a smooth strategy is used to pass the business on to the next generation. FSRs can play a critical

role in dairy farm succession planning by advising on quota policies, conducting licence updates (including adding new members on a licence and removing others) and helping navigate the complexities of a comprehensive succession plan. Including your FSR in your succession planning conversations from the onset can help facilitate a smoother transition for everyone involved.

If you’re a producer considering implementing a succession plan, including updating a licence, buying an ongoing operation or transitioning to a multiple-farm operation, among other considerations, including your FSR at the beginning of discussions can help ensure your plan meets all relevant policies and procedures.

A VALUABLE PARTNER

FSRs are also available to support producers with proAction questions and advice prior to on-farm validations.

With diverse skills and perspectives, farm teams can accomplish more than what individuals can do alone. FSRs are a valuable member of a team of professionals involved the complex business of dairy farm management. Consider inviting them to your next farm team meeting because when individuals come together, their combined efforts can help achieve remarkable results.

Many businesses, including family dairy farms, spend countless hours on succession planning to ensure a smooth strategy is used to pass the business on to the next generation.

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BRITISH COLUMBIA

Mountain View Electric Ltd.

Enderby — 250 838-6455

Pacific Dairy Centre Ltd.

Chilliwack — 604 852-9020

ALBERTA

Dairy Lane Systems

Leduc — 780 986-5600

Nobleford – 587-335-9742

Lethbridge Dairy Mart Ltd.

Lethbridge — 888 329-6202

SASKATCHEWAN

Dairy Lane Systems

Warman — 306 242-5850 Emerald Park — 306 721-6844

MANITOBA Tytech Grande Pointe — 204 770-4898

ONTARIO

Conestogo Agri Systems Inc.

Drayton — 519 638.3022 1 800 461-3022

Dairy Lane Systems

Komoka — 519 666-1404

Lawrence’s Dairy Supply Inc.

Moose Creek — 613 538-2559

McCann Farm Automation Ltd.

Seeley’s Bay — 613 382-7411

Brockville — 613 926-2220

McLaren Systems Cobden — 613 646-2062

Performance Dairy Centre Inc.

Embro — 519 423-9119

Wood’s Dairy Source

Keene — 705 295-3247

ATLANTIC PROVINCES

Atlantic Dairy Tech.

Charlottetown, PE — 902 368-1719

Sheehy Enterprises Ltd.

Shubenacadie, NS — 902 758-2002

Lower Queensbury, NB — 506-478-4878

FARM TEAM

GETTING UNBIASED ADVICE

Veterinarians are a great resource to help you achieve your herd health goals

By Robyn Elgie, Veterinary Consultant, Dairy Farmers of Ontario

Q. Why did you choose to become a veterinarian?

I grew up in a rural area, so naturally some of my first jobs involved working on farms. I quickly realized I enjoyed the herd animal aspect of livestock operations. The interaction with the animals and the calm but practical nature of the owners made it a fun environment to work in. I always enjoyed science in school but knew I would like a career where I could work outside. Veterinary medicine seemed to be a natural fit. As I learned more about each of the livestock commodities, I realized dairy veterinarians enjoyed the best of several aspects of veterinary medicine—high-level herd epidemiology with a strong focus on prevention, integration of nutrition, agronomy and animal health, individual animal medicine and surgery, exceptionally strong client relationships and producers that are practical but understand the value of expertise. This unique combination is unparalleled and why I believe dairy medicine is the best career a veterinarian can have.

Q. How many producers do you work with?

Our clinic has about 300 dairy clients. I personally have 40 herds that I visit regularly as the primary herd veterinarian.

Q. Describe the relationship with your farmers and how you work together to ensure optimal herd health. The relationship between client and dairy veterinarian is a unique one. The frequency of visits provides timely follow up on discussions and establishes a high level of trust. This opens the door to a

breadth of topics that clients are comfortable discussing with their vet. Topics can range from traditional veterinary-focused ones, such as reproduction, transition health, calf health and mastitis troubleshooting. However, all facets of a dairy operation can impact animal health. The farm is much like an ecosystem, a change in one area can have downstream consequences on another. Because of this, dairy veterinarians are often well versed in a variety of topics that are not traditionally “veterinary medicine.” Agronomy, staff training, job satisfaction and succession are examples of topics producers will ask our opinion or advice on. With some of these topics, we often act as a confidante or a sounding board. It is those moments where I think the relationship between dairy producer and herd veterinarian is a rare and unparalleled one. This open line of communication allows us to give tailored advice regarding the health of the herd by considering all the different factors that may influence it.

Q. What is a veterinarian’s main role on the farm? Why is this important?

The herd veterinarian is a regular set of eyes to help notice changes happening on the dairy and provide guidance to optimize health and performance. We are there often enough to help correct issues in a timely manner but also have the advantage of comparing to other herds. This gives a veterinarian a lens to recognize issues that may have become “normal” to that herd. Asking informative questions to develop solutions that are specific and achievable to that farm is an

FARM TEAM

The relationship with our dairy producers is very strong. They understand the value we can bring to their operation. Having a regular relationship allows us to understand the bottlenecks and how best to overcome them.

integral part of our role. Veterinarians are also a valuable source of information on emerging diseases and advocate for animal welfare. We can provide information on prevention, detection and treatment. Most importantly, we develop a plan with our client to allow them to effectively implement our recommendations.

Q. Who else might a vet consult with to help a farmer manage their herd’s health?

Veterinarians regularly consult with nutritionists with which they have mutual clients. The relationship between nutritionist and vet has developed into a very collaborative one over the past few years. It is more common to have joint meetings with the producer to discuss issues or possible changes on the farm.

When there are issues outside the area of our (veterinarian’s) expertise, we will often reach out to extension specialists, academia or other industry experts to gather evidence-based recommendations. There is certainly opportunity for more collaboration between auxiliary farm advisers, such as nutritionists, hoof trimmers, genetics-based companies, agronomists, bankers and accountants. At the end of the day, we should all have the same goal in mind and that is to ensure the success of the farm.

Q. How often should a vet and farmer meet to discuss and monitor herd health?

This depends on the topic of focus. The more frequent data is collected, the sooner there will be a large enough number to accurately predict trends. Some metrics are collected daily or every other day (SCC, production) and others are less frequent, such as over several weeks (reproduction). For example, there is a difference between monitoring for mastitis or calf health, where issues need to be addressed in a timely manner compared with reproduction where changes take longer to see. In most cases, monitoring should occur often and regularly. Monitoring happens during most herd health visits (usually every two or four weeks).

In depth discussions often happen when a problem arises. The goal is to detect these issues as they arise during the monitoring process and act before the problem becomes larger. In these instances, the vet often needs to effectively demonstrate there is a problem and why the farm should take action. Veterinarians often refer to these as a ‘teachable moments,’ where the client is open to discussion regarding the problem at hand.

Herd level discussions are hugely beneficial for every farm. Taking time outside of normal herd health visits to meet and review common problems, develop solutions and set priorities can help guide farmers toward their goals.

Q. It is said a strong Veterinarian-Client-Patient Relationship (VCPR) is key to providing the best possible care for animals. How do you convey that to your farmers?

The relationship with our dairy producers is very strong. They understand the value we can bring to their operation. Having a regular relationship allows us to understand the bottlenecks and how best to overcome them. Most producers know the “correct” way to do many tasks when it comes to animal health, however implementing those practices can be difficult for many reasons. Understanding the possible restrictions to implementation allows a herd vet to formulate a workable solution that is both achievable for the farm and maintains optimal animal health.

Q. What closing thoughts would you like to share with producers?

Dairy veterinarians have a wide breadth of knowledge and expertise that extends beyond traditional medicine. I would challenge producers to utilize their vet for more than just pregnancy checking and emergencies. Veterinarians are a great resource for unbiased advice. Use your veterinarian to help define priorities, review data and develop strategies to achieve goals that are specific to your operation.

FARM TEAM

HOW WORKPLACE CULTURE DRIVES EMPLOYEE ENGAGEMENT

It’s a key driver for employee retention and reducing turnover

By Marlene Paibomesai, Ontario Ministry of Agriculture, Food and Rural Affairs

IN A COMPETITIVE JOB MARKET, attracting potential employees to work in the dairy industry can be challenging. However, hiring employees is just one part of the equation; retaining employees and reducing employee turnover is the other part.

Focusing on retaining employees within your operation can reduce training costs and disruption to the team. Competitive wages, flexibility and a positive workplace culture can help retain employees. In a recent survey by Progressive Dairy Operators, dairy farm employers indicated the top three reasons for employee retention challenges were:

• Higher wages elsewhere and a competitive labour market;

• Working conditions (i.e., dust, physical demand, hours);

• No opportunities for career advancement.

COMPENSATION

Competitive wages differ across Ontario based on the local job market and responsibilities associated with the position.

Over the last five years, agricultural sector wages have increased 3.5 per cent yearly.

In 2023, According to Statistics Canada data, the average hourly wage for agricultural workers (workers and supervisor positions) was $29.26/hour.

The average dairy farm wage from the recent Progressive Dairy Operators survey, including all part- and full-time workers and excluding people hired through the temporary foreign worker program, was $23.43/hour.

This is lower than that of other agricultural workers on average, which was driven by a higher per cent increase in wage increases over the past three years for agricultural workers versus dairy farm employees represented in this survey.

Since 2020, inflation has climbed at a greater rate than wage increases in many industries in Ontario. It is worth discussing your employee’s performance raises, cost of living wage increases, and opportunities to advance in the operation to positions with more responsibility for increased wages. Being transparent about the frequency of increases can help employees plan their future career opportunities and finances.

Non-monetary compensation can improve employee engagement. These can include health and dental benefits, retirement saving contributions, housing, meals/food and paid time off. The Progressive Dairy Operators survey showed 61 per cent of employees received at least one non-monetary compensation in addition to their wage.

WORKPLACE CULTURE

Workplace culture has been identified as a critical driver of employee retention on farms as shown in the word cloud. Working in an environment that focuses on respectful interactions, creating teambuilding opportunities, and encouraging a learning atmosphere can improve employees' outlook on the workplace.

Set clear expectations and set aside time to discuss your dairy operation goals with your employees to help build trust. When teams have an idea of a farm’s overall long- and short-term goals, it can help employees see how their work contributes to the whole operation.

Coaching tactics encourage employees to take ownership of their assigned roles and help build a learning atmosphere.

A word cloud of responses from dairy farm employers on when asked “In their perspective, what are the most important factors that contribute to employee retention?”

FARM TEAM

Focus on coaching versus telling can improve communication. Coaching tactics encourage employees to take ownership of their assigned roles and help build a learning atmosphere. This also empowers employees to feel they can bring forward issues earlier without repercussion.

Building plans together to improve your operations performance can help to build a respectful workplace. Creating accessible communication channels can also improve the employee experience. Communicating clear expectations makes it easier for employees to know what tasks need to be done and how to prioritize those tasks. Open lines of communication can also help with scheduling and working with flexible work schedules.

Overall, retaining employees should be an intentional focus in your operation. Spend time understanding what motivates employees in your operation, reviewing benefit options and overall compensation, and prioritizing a positive workplace culture.

Working in an environment that focuses on respectful interactions, creating team-building opportunities, and encouraging a learning atmosphere can improve employees' outlook on the workplace.

FARM TEAM

A LIFELONG PASSION

Veteran hoof trimmer says hoof trimming is improving as a field to the benefit of the dairy industry

By Robert Price

“WE WANT TO IMPROVE TOES, not step on toes,” jokes Vic Daniel.

As president of Vic’s Custom Clips Inc., a hoof trimming company, Daniel has made improving toes a life-long project.

Born in 1959, Daniel was raised in a farming family on a dairy farm. His grandfather was a recognized poultry judge, and his father was a cattle breeder. When he was younger, Daniel wanted to farm for a living, but ended up taking care of animals, as a business instead. In 1984, he started Vic’s Custom Clips Inc.

Forty years on, he has developed a business that has served 100 dairy farms, conducts 8,000 animal inspections and trims 5,000 animals at 30 farms annually, as well as delivers training to farmers and trimmers around the world—all steps to better animal health.

FOLLOW THE RESEARCH

A keen observer of cattle farming, Daniel says his trade needs to find a way to deal with misinformation on the Internet.

“Hoof trimming has become an investigative science,” he says. A leader in these investigations, Daniel has co-authored peer reviewed scientific articles, delivered presentations at conferences and during

2012 managed the Ontario Dairy Hoof Health Project, “a 300-herd, 20,000-cow study on biosecurity and digital dermatitis funded by the Agricultural Adaptation Council, Dairy Farmers of Ontario and others, with evaluation done by members of the Ontario Hoof Trimmers Guild.”

Additionally, Daniel teaches cow comfort, nutrition and hoof trimming through a series of courses he offers throughout the year, including a course to teach others how to teach hoof trimming. He currently has 10 instructors trained in six countries who can teach best practices to dairy farmers.

PRETTY FEET

Daniel, who served as past president of the Hoof Trimmers Association, says research into bovine health has dispelled a common misconception: that bad-looking hooves are not healthy.

This isn’t true, he says. Ugly hooves might in fact be perfectly designed for the animal, while pretty ones—the sort of feet that won awards when Daniel was younger—are not always good for a breeding program. "It's a case of human idealism vs. animal realism. What looks good to the human eye may not be to the animal's benefit." Welcome to "science friction" he says.

“It looks good, but it is not,” he says.

This change in understanding follows years of research into the effects of anatomy, pressure and cell growth on hooves. Contrary to human idealism, the hoof isn’t designed to be balanced. Research shows weight distribution is not balanced and researchers now understand trimmers should aim to stabilize the foot. Also, a healthy hoof is an outcome of many factors, not just stylish hoof trim.

Daniel states that a comfortable stable foot comes from a 100% balanced hoof care program. Trimming is 25%, balanced rations that are always accessible to the animals are 25%, and the other 50% is from animal comfort. For healthier hooves, a cow must have good air, good bedding, good feed, the right kind of stalls, proper lighting and good foot and leg conformation to reduce stress on the cow and the cow’s hooves.

THE FARM TEAM

All this research has helped advance animal care and break down barriers in the farm service industry. Today, farmers are beginning to have access to veterinarians, hoof trimmers, nutritionists, geneticists, cattle evaluators who want to be part of a farm team approach.

This team approach can help farmers learn to understand problems facing individual animals. Well-informed trimmers understand a onesize-fits-all approach to trimming won’t work. The high foot angle popular in “the old days” doesn’t work for many cattle. The fact is not every cow should wear high heel shoes, he says, adding hoof trimming is improving as a field to the benefit of the dairy industry. To his fellow hoof trimmers, he urges study, discipline and foot health recording.

"Trim on, trim well, trim safe." he says.

Future-Proof Your Herd

FARM TEAM

FAMILY FARM GOVERNANCE:

What is it and when do you need it?

By Larry Batte, Business Advisor, MNP

AS YOUR FARM FAMILY AND FARM GROWS and becomes more complex, it may be time for a more formal governance structure.

Family farms are invariably informal systems where decision making most often falls to the parents or owners – and where the final say depends on whether it's a family or farm issue. Often, these farm families associate the word “governance” with the management of sovereign nations, large publicly owned companies and charities –picturing people wearing suits and making decisions on behalf of other stakeholders. As such, they don’t believe “governance” applies to their farm business.

In truth, the word “governance” simply relates to any decision-making system and mom and dad on the family farm is still a system of governance. It's just that it might not be a system that can work in the long-term. As you enter into corporately owned structures for farm assets, where you might have siblings and cousins in business together, and where estate plans could potentially include inactive ownership of shares by non-farming children, then it may be time add more formality.

daunting or overbearing to many farm families, and they aren’t sure where to begin. The answer is to start slowly and carefully. It is also wise to separate decision-making systems for the family from systems for ownership and systems for management. This can be quite challenging when the same people are family members, as well as owners and managers of the farm. That’s why setting things apart early on can be useful in the future.

In the family decision-making system, the pinnacle might be a family council made up of representatives from the various nuclear family groups, but this is unlikely to be appropriate in the early days of a mom, dad and two children scenario. Better to start small and simple by holding regular family meetings with an agenda. In these early meetings, developing ideas around values, vision and purpose can really help strengthen the family bond. As more family members are added through marriage and having children, a family retreat could be explored.

Formal governance in the ownership circle is rarely required where the owners are mom and dad. But, when you add children or spouses, and perhaps even inactive children, you may want to consider creating a board. This does not have to be a fiduciary board where members have legal responsibilities, but more an advisory board. It might also work to have some independence where a family friend or trusted adviser can offer their perspective or experience to help resolve an issue or difference of opinion.

When you add children or spouses, and perhaps even inactive children, you may want to consider creating a board.

As we move away from the mom and dad model and begin to include more people and add complexity to the ownership structure, we need to consider what new systems of governance will work in the future. As I was once told by a very astute family business professional: “formality will be your friend.”

What this professional meant was as we add more people to the mix, we need to introduce a higher level of formality. Family members in a farm operation tend not to have job descriptions, clearly defined roles and responsibilities or hierarchical org charts. The tendency is to fall back on the traditional patriarch, matriarch, birth order and gender system – and maybe being prone to family arguments and disagreements. This doesn’t work that well and invariably ends up in a split for the business, with a family in a state of conflict.

The problem is more formal governance systems might seem too

Lastly, it might be worth considering how decisions are made at the management level. Again, most family farms default to the parents, who are both heads of the family and owners of the business. But what happens when mom and dad are no longer around, or no longer want the management responsibility? If management decisions fall to the siblings or cousins, then who has the final say? There doesn’t have to be a hierarchical system of management, but there could be. Often, we see individuals take responsibility for certain areas of management, like marketing or agronomy, depending on their skill set. We also see consensus decision making for wider issues, which can be very effective. Understanding and accepting roles and responsibilities and creating accountability can be a great place to start but here again, accepting a higher level of formality can help avoid issues in the future.

The key takeaway is as farms grow and expand, and become more complex, it may be time to review your decision-making systems. In doing so, it is worth thinking about separating out family decisions from ownership and management decisions. It doesn’t have to be daunting, and it can be a very powerful way to ensure the long-term sustainability of the family farm unit. Remember, the process of developing these decision-making systems will be as important as the final solutions.

MNP is a leading national accounting, tax and business consulting firm in Canada.

FARM TEAM

Optimize Your Herd Health Management Visit

What

does an average veterinary herd health management visit look like and can it be optimized?

By ACER Consulting; Herman Barkema, University of Calgary; Caroline Ritter, University of Prince Edward Island

HERD HEALTH MANAGEMENT (HHM) visits allow conversations to occur between veterinarians and farmers, providing the opportunity to shift management from a reactionary approach of treating sick animals, to proactively optimizing health and welfare through disease prevention. Most Canadian dairy farms have regularly scheduled HHM visits with a veterinarian one to two times per month; however, little is known about their structure or how to optimize the visit. Drs. Herman Barkema and Caroline Ritter evaluated HHM visits on dairy farms in Alberta and Ontario, as well as video and audio recording 70 visits to understand more about them.

WHAT DID THE AVERAGE HERD HEALTH MANAGEMENT VISIT LOOK LIKE?

Each visit was 85 minutes long on average. Table 1 includes a breakdown of the topics discussed.

Veterinarians and farmers had an average of five discussions per hour about dairy-related topics, lasting about two minutes each. The discussion focused on herd issues (52 per cent), individual animals (33 per cent), and general topics (e.g., the dairy industry, business management; 15 per cent). Veterinarians initiated 62 per cent of their discussions about herd health issues and 22 per cent of their discussions about individual animals. Farmer-initiated discussions revolved around herd health in 39 per cent of cases and individual animals in 48 per cent of cases.

OPTIMIZING

HERD HEALTH MANAGEMENT VISITS

In this study, rectal palpation (a technical task), was a dominant part of the average HHM visit. There may be room to engage veterinarians in more discussions around herd performance to use these visits as an opportunity to optimize health, welfare and production, leading to more informed, timely decisions to improve herd management over time.

Veterinarians and farmers had an average of five discussions per hour about dairy-related topics, lasting about two minutes each.

FARM TEAM

FARMER GOALS FOR HERD HEALTH VISITS

Farmers’ goals with the HHM visits were related to:

• Fertility and reproduction (74 per cent of farmers)

• Overall herd health and animal care (28 per cent of farmers)

• Receiving information or having questions answered (21 per cent of farmers)

• Identifying and discussing problems (21 per cent of farmers)

Most farmers (97 per cent) thought the HHM visits were absolutely or mostly tailored toward their goals, whereas three per cent believed they were sometimes or rarely tailored toward their goals.

Although most farmers thought their HHM visit was tailored to their farm, 68 per cent of farmers in the study did not always voice their wishes or concerns to their veterinarian. Therefore, there is opportunity for more frequent conversations around farmer goals and veterinary support of these goals. This would involve farmers and veterinarians opening the discussion around goals to ensure these visits better cater to the individual farm.

Dairy-specific discussions were relatively short and infrequent, demonstrating there is an opportunity to engage in more conversations when the veterinarian is not performing clinical duties (i.e., during preparations, transitions, leaving). This would allow for both farmers and veterinarians to ask questions and get information, while not prolonging the visit.

TAKE-HOME MESSAGES

The structure of HHM visits varied in this study; however, the bulk of the visit was focused on fertility, including transrectal palpation. There is an opportunity to engage in more herd health related discussions, especially during time spent preparing for tasks, or transitioning between barns without prolonging the visit. Consider having a conversation with your veterinarian or client to optimize your herd health management visit.

For more information, visit https://doi.org/10.3168/jds.2020-19833.

This research was funded under the Industrial Research Chair on Infectious Disease of Dairy Cattle: NSERC, Alberta Milk, BC Dairy Association, Dairy Farmers of Canada, Dairy Farmers of Manitoba, Lactanet, Merck Animal Health, SaskMilk and WestGen.

Next level initiative

Future Leaders in Action camp by 4-H Ontario trains youth to take on leadership roles

By Mary Haurilak, Manager, Communications, 4-H Ontario

DURING MARCH BREAK, while many Ontarians jetted off to warm and sunny destinations, a group of dedicated youth aged 15 to 21 bravely donned their warm winter gear and headed north to Parry Sound for a week of education, camaraderie and learning leadership skills training. Where did they go: Future Leaders in Action (FLIA), a five-day, four-night camp run by 4-H Ontario and sponsored by Dairy Farmers of Ontario.

This group of hardy individuals – 44 in all – took part in this camp, which was facilitated by seven 4-H staff and dedicated volunteers.

According to Andy H., 4-H Ontario’s Manager of Youth Experience, FLIA was first created in 1998 from a brainstorming session at 4-H Ontario’s flagship camp Provincial Leadership Camp (PLC), where youth involved in 4-H said they wanted a camp that could take them to “the next level” in learning leadership skills.

The focus of FLIA, notes Andy, is on “maximizing your absolute potential,” which includes activities like learning various facilitation techniques, understanding personal communication styles and managing difficult situations – all excellent skills for anyone working with others in the real world.

Part of the camp includes outdoor activities held in all kinds of weather, including venturing out on the high ropes to learn about communication, team-building and moving boundaries in your comfort zone, as well as an escape room that teaches youth to communicate and solve problems together.

Andy explains the delegates are also responsible for planning a portion of the event, such as managing evening activities, a morning team recap called “Go Tell It on the Mountain,” where youth discuss

their learnings from the previous day and lead a morning energizer activity to get everyone excited and motivated for the day.

According to one youth delegate: “FLIA has taught me lots about leadership and different things I could use in meetings to get new ideas and how to deal with difficult people.” And another delegate said: “FLIA taught me to be confident and put myself out there.”

Youth attendees are grateful for the sponsorship that allows 4-H Ontario to put on this camp, with one saying: “Never stop sponsoring events like FLIA. The return on investment is very visible. All 4-H Ontario programs such as this turn young people into the leaders we need for a changing world.”

4-H Ontario is committed to empowering youth across Ontario by offering programs like FLIA to help them become leaders of tomorrow. In addition to FLIA, there are other opportunities for youth to learn, including Provincial Leadership Camp (March 2025), Dairy Sen$e (January 2025) and the Impact Conference, a two-day educational event held in Oakville, Ont., in October 2024. For full details on these events and how to register, visit our website at 4-hontario.ca.

Still considering camp or an event but aren’t sure it’s for you? A delegate offers some advice: “I would tell them to embrace it. It may take you out of your comfort zone but that will only help you in the long run, as well, to not be afraid and enjoy yourself. You meet great people and it’s a lot of fun.”

For more information, contact Mary Haurilak, Manager, Communications, at communications@4-hontario.ca.

Building Future Rural Leaders

By Christena Jenkins-Giffen, Director of Communications, Junior Farmers Association of Ontario

ARE YOU A YOUNG PERSON LOOKING TO DEVELOP YOUR LEADERSHIP SKILLS while networking across the province, participate in community betterment projects locally and have fun at competitive events throughout the year? Then the Junior Farmers’ Association of Ontario (JFAO) may be just what you’re looking for. Its mission statement is ‘To Build Future Rural Leaders, Through Self-Help and Community Betterment.’

“With Junior Farmers, we are always looking to build leaders since we have members between 15 and 29 years old,” says Carson Wagner, the new 2024 JFAO president. “Each member is always willing to help each other out with the older members being mentors for the younger ones. We are not just for farmers. For example, we have members who are teachers, nurses and financial advisers. We are a welcoming group of people of all backgrounds coming together as one, (who are also) building leaders and building communities.”

JFAO hosts various provincial events across the province throughout the year, such as its recently held annual general meeting and March conference in Peterbourough, Ont., which allow members to develop their teambuilding, communication and leadership skills.

“We welcomed a new executive this year with new roles, so as we go on with this year, we are all excited to work together and see what we can achieve,” Wagner says. “We encourage everyone to try something new and with our executive group this year, we had members step up and take a chance to help lead the association forward.”

Wagner added now is a great opportunity to join the executive board and continue to grow and expand on the personal development opportunities within JFAO. The

Are you a young person looking to develop your leadership skills while networking across the province, participate in community betterment projects locally and have fun at competitive events throughout the year?

next provincial event, which is the Annual Leadership Camp on June 21 and 22 in Walton, Ont., will follow the theme of Tying Knots.

Members can also participate in an international exchange program with several countries. This summer, JFAO will be sending five members who will each travel to a different country, including Northern Ireland, the Republic of Ireland, Austria, Switzerland and Scotland.

“It is an excellent way to learn about agriculture in another country and about the

culture, make new friends and explore like a local. JFAO also hosts international delegates and helps them travel across Ontario, so they get to meet all the club counties along the way,” Wagner says. Club are located in Grey, Renfrew, Stormont-Glengarry, Oxford, Middlesex, Carleton, Wellington, Wentworth Niagara, Huron Perth, Essex-Kent, Durham Region, Peterborough, University of Guelph, North Simcoe and Brant. The Leeds County location is looking to restart soon.

JFAO will be celebrating its 80th anniversary on Aug. 17. Tickets for this important milestone will be available on JFAO’s website at www.jfao.on.ca closer to the date.

“We are always looking for new members since we have clubs all over the province so if you are ever looking to join Junior Farmers, please reach out to any of our executive (also found on our website),” Wagner says.

If you're interested in becoming a member, contact Dana Quinn, JFAO’s east zone director, at dana@jfao.on.ca.

Back Row from L-R: Amelia Judge, Hannah Arnold, Christena Jenkins-Giffen, Karen De Bruyn, Dana Quinn, Hansford Mahon, Jordyn Domio. Front Row: Sarah Danen, Jolande Oudshoorn, Carson Wagner, Keely Henderson.

Gaining knowledge beyond the classroom

A gathering place for future agricultural professionals with dreams of making a mark in the dairy industry

By University of Guelph, Ridgetown Campus

LOCATED ON 450 ACRES OF VIBRANT, EXPERIENTIAL LEARNING GROUNDS, the University of Guelph’s, Ridgetown Campus, is a gathering place for future agricultural professionals. Here, students come together with dreams of making a mark in the dairy industry, and Ridgetown acts as the starting point for turning their aspirations into reality.

“I valued the hands-on experiences with the livestock on campus. I learned how to find trusted industry resources that will be important to my future career,” says Patrick Duffin, a 2023 Ridgetown Campus graduate. At Ridgetown, students not only gain theoretical knowledge but also immerse themselves in hands-on experiences that prepare them for the ever-evolving dairy industry. One such opportunity is the annual trip to Madison, Wis., to the World Dairy Expo. This excursion offers students a chance to witness innovative technologies, network with industry leaders and gain insights into global dairy practices, enriching their understanding of the field beyond the classroom.

Moreover, the campus hosts an annual spring expo, where students can delve into the intricacies of showing dairy heifers. This event not only hones their technical skills, but also fosters personal growth as they build teamwork, communication and leadership skills through hands-on experiences. For many students, the spring expo is a highlight of their academic journey, showcasing the unique blend of practical and personal development opportunities available at Ridgetown.

The Associate Diploma in Agriculture program is not just about classrooms and textbooks; it is about preparing students for real-world success. With a focus on practical learning and industry-relevant skill development, graduates emerge ready for the workforce. What makes this program truly exceptional is its flexibility, allowing students to tailor their education to their interests, especially in the dairy industry. Through a variety of elective courses, such as dairy study tour, dairy production management, dairy herd management,

As we continue our commitment to supporting the dairy industry, we invite dairy farmers and agricultural businesses to share their job postings on the campus job posting board by contacting rcjobs@uoguelph.ca.

ruminant nutrition and advanced topics in dairy production, students can customize their learning experience to align with their career goals. A final standout feature of the program is the optional paid co-op semester opportunity between the first and second year of study, where students learn invaluable practical skills and expand their professional networks, setting them on the path of success upon graduation.

For those seeking a deeper dive into dairy management, as well as the opportunity to work, earn and learn simultaneously, the Dairy Herdsperson Apprenticeship program is equally remarkable. McKenna Morrison, a class of 2024 apprenticeship student shares “the new breeding skills I developed in the program are valuable to the farm I am working on.” With an emphasis on hands-on learning and industry-relevant training, the Dairy Herdsperson Apprenticeship program at Ridgetown Campus provides aspiring dairy professionals with a pathway to success in one of agriculture’s most dynamic and rewarding sectors through a unique blend of classroom training and on-farm experience.

Ridgetown Campus welcomes applications to the Associate Diploma in Agriculture and the Dairy Herdsperson Apprenticeship program for a fall 2024 start. For general inquiries or more information about Ridgetown Campus, contact us at rcampus@uoguelph.ca. To apply to the agriculture diploma, click on ontariocolleges.ca. And to apply to the Dairy Herdsperson Apprenticeship, follow the three steps listed on the website at ridgetownc. com/future/adh.

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LEGACY BU ILDING a

Johnston family (left to right) Joe & Mary Ann Dore (Johnston) and their daughter Nadine, Graham & Amanda Johnston and their children Julia and Frazer, Frances & James Johnston and Claire Johnston.

Everyone is a team player at Heritage Hill Farms

By Jeanine Moyer

THE HERITAGE HILL FARMS team has been formally working together for more than a decade, building on the legacy of previous generations as the team fine-tunes its own approach to farm management and daily operations.

While the Johnston family siblings grew up working alongside their parents, a lot has changed over the years, like a new farm location, new barns and milking equipment, in-laws, and a new generation of dairy enthusiasts. These progressive transformations have driven the family to develop a positive team dynamic that runs on open communication, flexibility and aligning priorities.

Located in New Dundee, Ont., James and Frances Johnston farm with their son, Graham Johnston, and daughter Mary Ann Doré and son-in-law Joe Doré. Their youngest daughter, Claire Johnston, also works part time on the farm, making the family’s seventh generation of Ontario dairy farmers complete. Together, the family milks 80 Holsteins with two Lely robots and crops 850 acres.

It’s a successful family business partnership that balances the roles and responsibilities of operating a dairy farm with ownership and has everyone invested in working together

to realize a common goal – healthy relationships and a productive dairy farm they can all be proud of.

Building the farm together

The road to building their dream team started with a unique approach – moving from the original farm location within the city limits of Brampton, Ont., to building a new facility in the Region of Waterloo and Oxford County. Throughout the process, the family also engaged in succession planning and worked with an adviser to help create a positive and productive work relationship.

The decision to reinvest in farmland and move the cattle to New Dundee meant Graham, Mary Ann and Joe could all join the farm and continue the family tradition as Ontario dairy farmers. “We have benefited from all the decisions made by the previous generations, including staying on the farm 125 years ago when the rest of the family moved West, and not selling to the first speculators in the 1960s,” says Frances.

The New Dundee farm location was built from the ground up, making the first team-building task a literal construction project. Mary Ann says the family hired a consultant early in the process to help everyone determine what roles they like

to do, identify individual priorities and set their goals. “It turns out we all cared about the same things and our priorities were all compatible,” notes Mary Ann. “That helped us establish a vision and long-term goals for the farm and divide our responsibilities.”

Once the barn construction was complete, Graham and Mary Ann and their families moved to the new farm in 2011. James and Frances remained on the Brampton farm until 2017 when more buildings were added to house heifers. Today, Claire still lives in the original Brampton farmhouse and helps out on weekends.

James and Frances Johnston

Starting new didn’t mean leaving behind generations of achievements and memories. In a tribute to their farming roots and contributions to the family legacy, the original timber beam barn was moved from Brampton to the new farm location, bringing antique tractors, farm implements and tools, and even historical pieces from their farmhouse. Mary Ann says they affectionately refer to the barn as ‘the museum.’

Sharing the workload

Open communication is the heart of the family farm team. Frances believes everyone benefits from honest discussions and encourages everyone to share what’s on their mind. As a result, roles, schedules and plans adapt and evolve freely on the farm.

“We’ve been working at working together for 13 years, and over the years we’ve learned what each of us excels at and what we’re not so good at,” notes Joe, who explains working together as a team and talking through challenges or frustrations has led to transitions within

the roles and responsibilities of the farm. For example, Joe was once in charge of vaccinations, but after realizing he wasn’t the best person for the job, passed the responsibility over to Graham.

Raising young families on the farm also meant the team had to adapt and accommodate each other as they navigate through evolving stages and schedules. Due to childcare challenges, Mary Ann and Joe’s daughter spent a lot of time in the barn when she was younger, staying close to whoever was working in the safest role. And today, as Amanda leaves early for work at London Health Sciences Centre (LHSC), Graham can get their kids on the school bus before working in the barn, Graham says one of their greatest strengths is their ability to lean on each other.

“Having the option to take time off was a priority for all of us when we started this partnership,” says Graham. That’s one of the reasons each

“We’re proud of everything we’ve achieved together,” says James. From setting and maintaining the goal of scoring 60 per cent of their herd as very good and excellent to consistently receiving the certificate of excellence for milk quality, with a herd average of 45kg and a BCA of 306-343-324. Heritage Hill Farms has built an impressive farm team. “The fact that parents, siblings and in-laws are all happily working together is our greatest pride and achievement.”

person can cover each other’s roles and why the family switched from the original double eight herringbone parlour to installing two robotic milkers in 2020.

Today, James takes the lead on breeding decisions, calf feeding and tractor work while Graham looks after breeding, vaccinations and organizes crop management. Mary Ann is responsible for robot maintenance, cleaning stalls and farm finances, and Joe manages feeding, machinery, and farm maintenance. Everyone helps with fieldwork and Frances and Claire round out the team helping where they are needed.

Change is a good thing

Looking back at his farming career, James says technology and horsepower have been the greatest changes over the decades. Between autosteer on the tractors and moving from milking in a tiestall barn in Brampton to robots in their new barn, James continues to be impressed with the evolution of labour-saving equipment on the farm.

One thing that hasn’t changed is the family’s community spirit and working with their farming neighbours. James says it’s always been a Johnston family tradition to share field equipment with their neighbours, and not only have they carried on the practice in New Dundee, but they are also learning from their neighbours, too. “And there are more neighbours who actually farm here,” quips James who explains they had to learn how to work with different soil types in their new farm location and have leaned heavily on their neighbours to advise them on tillage practices.

Learning how to manage different soils has also led the family to focus on adopting new environmental practices. Together they are learning how to manage erosion and protect waterways, working with groups like Ducks Unlimited and attending educational workshops and conferences.

Open communication is at the heart of the family farm team.

LEGACY BU ILDING a

Mary Ann and Joe Doré and their daughter, Nadine

“We’re always looking for ways to improve,” says Joe, explaining how increasing production efficiency continues to lead to more milk from fewer cows, while planting trees, implementing cover crops and vertical tillage have also contributed directly to reducing the farm’s environmental footprint.

Working toward a common goal

The Heritage Hill Farms team continues to grow and strengthen thanks to the members’ ability to surround themselves with industry experts. They’ve built a team of farm management advisers who they rely on individually for everyday services and support and work together as a group to plan and problem solve. The group includes their veterinarian, nutritionist, agronomist and seed sales representative, robot specialist and hoof trimmer. The advisers meet with the family farm team quarterly and communicate regularly through a What’s App chat group. This approach allows everyone to learn from one another, keeping everyone on the same page, aligned with the farm’s priorities and makes for faster, more informed decisions. A second extended farm management team also includes their accountant, lawyer, financial adviser and insurance provider. “Most of these people wouldn’t otherwise be in a room together, but it’s important to us that we surround ourselves with valuable people who are invested in helping us achieve our goals,” says Graham.

Mary Ann says the family also meets annually to discuss longterm planning and forecasting. Once again, clear and honest communications are central to these discussions, and everyone is encouraged to share their ideas. The family learned quickly that

flexibility was essential early in the farm transition process. “We started with a long-term vision 13 years ago and while it’s been fun to watch it all unfold, we’re always open to change,” notes Mary Ann.

Looking ahead, everyone agrees they will continue to work toward their goal of maximizing efficiencies and production while being flexible and adaptable to whatever comes their way. The family steadily built their new farm and has negotiated significant changes along the way and is happy to focus on fine-tuning the farm operations for the moment. Following in the footsteps of previous family generations, the Heritage Hill Farms team is keeping their options open for future expansions, new projects and passing the farm on to the next generation.

“We’re proud of everything we’ve achieved together,” says James. From setting and maintaining the goal of scoring 60 per cent of their herd as very good and excellent to consistently receiving the certificate of excellence for milk quality, Heritage Hill Farms has built an impressive farm team. “The fact that parents, siblings and in-laws are all happily working together is our greatest pride and achievement.”

It’s a successful family business partnership that balances the roles and responsibilities of operating a dairy farm with ownership and has everyone invested in working together to realize a common goal – healthy relationships and a productive dairy farm they can all be proud of.

Claire Johnston

Graham and Amanda Johnston and their children Julia and Frazer

NO ADDITIONAL INCENTIVE DAY FOR MAY

By Constantin Urtilescu • MANAGER, GOVERNMENT RELATIONS

P5 Boards have agreed to not send any additional production signal or incentive day for the month of May. This decision has been motivated by a relatively better balance between supply and demand in the recent weeks/month, which is expected to continue in May. The situation will continue to be monitored every month between now and the fall period when demand is typically being filled by the combination of the actual month production/ manufacturing and dairy products inventories.

“Incentive days are used to fill the short-term demand and we have observed in recent weeks that it has worked since the fill-rate of processor milk requests has significantly improved” says Patrice Dubé, Dairy Farmers of Ontario’s

chief economics and policy development officer.

P5 Boards are also keeping an eye on the long-term supply and demand. Preliminary observation tends to indicate that the national pool could be in an over quota situation as early as June 2024. If this is the case, data indicates that the P5 pool would be the only explanation for national over quota, which could translate into a financial penalty six months after the month when the over quota is observed. This would mean the transfer of potentially millions of dollars from P5 producers to Western Milk Pool (WMP) producers, which is a situation that needs to be avoided. In the meantime, WMP producers are expected to gradually increase

their production and be in a better situation to fill their regional pool quota over the coming months.

In March 2024, butter stocks reached 33,215 tonnes, up from February by 362 tonnes. March butter stock levels are higher in comparison to March 2023.

Cheese stock levels for the month of March 2024 were at 98,429 tonnes, down 1 tonne from February and the lowest they have been for the same month in at least five years.

For the 52-weeks ending March 2, 2024, sales for fluid milk, fluid cream, yogurt, ice cream, cheese and butter increased/decreased by -0.6, -1.0, 3.2, 2.3, 2.6 and 0.7 per cent, respectively, compared with March 4, 2023.

A monthly recap of markets and production trends in Canada and Ontario

CANADIAN REQUIREMENTS AND PRODUCTION

Canadian butterfat requirements in kilograms and actual butterfat production across the P10.

Average increase in retail sales for dairy products sold in Ontario and the dairy product’s share of the total market sales, including at hotels, restaurants and institutions.

As of March 26, 2022

* Source: AC Nielsen & StatsCan

12-month production (in millions of kilograms)

12-month requirements (in millions of kilograms)

Canadian production has increased by 2.6 per cent over the previous 12 months, and requirements have increased by 2.2 per cent over the previous 12 months.

This graph shows Ontario’s SNF-BF ratio for the last 12 months.

APRIL HIGHLIGHTS

• Preliminary observation tends to indicate that the national pool could be in an over quota situation as early as June 2024;

• In March 2024, butter stocks reached 33,215 tonnes, up from February by 362 tonnes. March butter stock levels are higher in comparison to March 2023 ;

• Cheese stock levels for the month of March 2024 were at 98,429 tonnes, down 1 tonne from February and the lowest they have been for the same month in at least five years.

ONTARIO UTILIZATION

202403

Percentage of the total milk produced in Ontario that was used to produce dairy products.

Fluid Milk & Cream

Butter & Powders

Yogurt and Ice Cream Cheese

Skim Milk Disposal

March 2024

P10 UTILIZATION BY CLASS

For March 2024 (kg of butterfat/kg of solids non-fat)

*There is a two-month lag reporting these figures

% Butterfat % Solids non-fat

Class 1a1 (includes Classes 1a2, 1a3, 1c and 1d for confidentiality reasons) Fluid milk and beverages

Class 1b Fluid creams Class 2a Yogurt, yogurt beverages, kefir and lassi

Class 2b4 (includes Classes 2b1, 2b2 and 2b3 for confidentiality reasons) Fresh dairy desserts, sour cream, milkshakes and sports nutrition drinks

Class 2b5 Ice cream and frozen yogurt

Class 3a1 Specialty cheese

Class 3a2 Cheese curds and fresh cheeses

Class 3b2 (includes Class 3b1 for confidentiality reasons) Cheddar cheese and aged cheddar

Class 3c1 Feta

Class 3c2 Asiago, Gouda, Havarti, Parmesan and Swiss

Class 3c4 (includes Classes 3c3 and 3c5 for confidentiality reasons) Brick, Colby, farmer’s, jack, Monterey jack, muenster, pizza cheese, pizza mozzarella and mozzarella other than what falls within 3d

Class 3c6 Paneer

Class 3d Mozzarella used strictly on fresh pizzas by establishments registered with the Canadian Dairy Commission

Class 4a Butter and powders

Class 4d (includes Classes 4b1, 4b2, 4c and 4m for confidentiality reasons) Concentrated milk for retail, losses and animal feed

Class 5a Cheese for further processing

Class 5b Non-cheese products for further processing

Class 5c Confectionery products

ONTARIO MONTHLY PRODUCER AVERAGE GROSS BLEND PRICE

A total 3,191 producers sold milk to DFO in March compared with 3,247 a year earlier.

ONTARIO DEDUCTIONS,

For March 2024

* These figures are based on Ontario’s average composition for March 2024 of 4.3046 kg butterfat, 3.3096 kg protein and 5.9398 kg other solids, rounded to the nearest cent.

P5 AND WESTERN MILK POOL BLEND PRICES *

The graph below shows the 12-month blend price for the P5 provinces and Western Milk Pool (WMP).

*There is a two-month lag reporting these figures

U.S. CLASS PRICES

The April 2024 Class III Price, US$15.50 per hundredweight, is equivalent to C$48.27 per hectolitre. This equivalent is based on the exchange rate US$1 = C$ 1.37184 the exchange rate when the USDA announced the Class III Price.

The Class III Price is in $ US per hundredweight at 3.5 per cent butterfat. One hundredweight equals 0.44 hectolitres. Canadian Class 5a and Class 5b prices track U.S. prices set by the U.S. Department of Agriculture.

Source: USDA

Co-ordinated by Dairy Farmers of Ontario’s communications and economics divisions. Questions? Please email questions@milk.org.

STAY UP TO DATE!

Weekly Update email newsletter every Friday for Ontario dairy producers.

Milk Producer magazine is the voice of Ontario dairy producers. Subscribe for free or read online at www.milkproducer.ca.

Dairy Farmer Update provides updates with the monthly milk cheque.

Producer Dashboard , a secure platform behind your password on MMS that contains important news, updates and forms.

www.milk.org

Facebook: /OntarioDairy

Twitter: @OntarioDairy

Instagram: @OntarioDairy

LinkedIn: /company/Dairy-Farmers-of-Ontario

DFC IN ACTION

D FC and Starbucks Canada join together to support a sustainable future for dairy

Farm Credit Canada’s Dairy Sustainability Incentive Program returns with support from Dairy Farmers of Canada and Starbucks to reward the sustainability successes of farmers

Dairy Farmers of Canada (DFC) and Starbucks Canada (Starbucks) have launched a new collaborative effort to help advance sustainability in the dairy sector. Starbucks has committed $500,000 to support dairy sustainability-focused projects over the course of this year, rewarding the continued efforts of Canadian dairy farmers on their path to net zero.

The partnership includes three exciting projects, the first of which is already underway for 2024 in collaboration with Farm Credit Canada (FCC) and Lactanet for FCC’s Dairy Sustainability Incentive Program. This program rewards farmers who are successfully adopting environmental best management practices and encourages continued sustainable farming by granting annual incentives of up to $2,000 to FCC customers who meet select criteria. As part of its partnership with DFC and overall investment for the year, Starbucks will provide additional funding to the FCC program in two new categories, Top Achieving and Most Improved, further recognizing the sustainability successes of Canadian dairy farmers.

Dairy is an integral part of the Starbucks menu, and supporting the long-term health of the Canadian dairy sector is one of the latest efforts in the company’s global commitment to a resource-positive future. This collaboration with DFC builds on both organizations’ strong record of supporting sustainability, as Canadian milk production continues to have one of the lowest carbon footprints in the world.

Farmer applications are scheduled to reopen for the Sustainability Incentive Program on May 21, 2024. For more information, please visit fcc.ca/sustainabilityprograms

Behind the Blue Cow Logo –D FC ’s newest marketing campaign

In April, DFC launched a new marketing campaign, “What’s behind The Blue Cow logo”. The campaign focuses on showing Canadian consumers what the Blue Cow Logo means in terms of on farm practices. Specifically, the campaign showcases Canadian dairy farmers' dedication to high standards, animal care and sustainability

Viewers will see something new in our advertising: it’s the first time we’ve integrated products carrying the Blue Cow logo that Canadians can find on store shelves, positively connecting that these brands also subscribe to our high standards.

View all the ads at YouTube.com/@DairyfarmersCa or dairyfarmersofcanada.ca/en/canadian-goodness/blue-cowspotter/look-blue-cow-logo

Register now for Dairy Farmers of Canada’s 2024 Annual General Meeting!

Dairy Farmers of Canada (DFC) is pleased to be hosting this year’s event in St. John’s, Newfoundland and Labrador, from July 21 to 24, 2024.

Join us for an enriching experience focused on ‘‘Building a Robust and Modern Canadian Dairy Industry for the Future.’’

Our event lineup includes captivating speakers and industry experts who will delve into important topics such as rural development, supply management, ag tech, innovation, dairy processing and more.

Prepare to gain valuable insights, engage in stimulating discussions, and network with fellow professionals passionate about shaping the futur of the dairy industry.

We look forward to seeing you there!

Building a Robust and Modern Canadian Dairy Industry for the Future

Sunday, July 21 to Wednesday, July 24, 2024

The Delta Hotel St John’s, St John’s, Newfoundland and Labrador

For more information and to register: na.eventscloud. com/website /72918/

How Dunmatt Farm Improved Animal Care

Lessons learned from Ontario dairy farmers

Dunvegan, Ontario

LOCATED JUST OUTSIDE OF OTTAWA, Dunmatt Farm is a 200-cow dairy farm nestled in Dunvegan, Ontario. The operation began 30 years ago when Josef and Karin Odermatt emigrated from Switzerland to Canada. Dunmatt Farm started out as a tie-stall operation with only 30 cows and has since grown to be a much larger free stall operation run by Rony Odermatt, his parents, Josef and Karin, and his sister, Sharon. With a number of expansions and renovations added to the facility over the years, Rony is proud of the progress that he and his family have made towards improving cow comfort, while always keeping animal welfare at the forefront.

As an Ontario dairy farmer, Rony participates in the proAction program and receives regular on-farm assessments like all other farmers across Canada. Dunmatt Farm was identified as a farm that showed substantial improvement in reducing lameness in their herd over 2 proAction assessments. Here are some of Rony’s perspectives on animal care as an Ontario dairy farmer and the on-farm changes his family made to improve the health of their dairy herd.

A PHILOSOPHY FOR ANIMAL CARE

When it comes to animal care, the Odermatts’ philosophy is that if you take care of your cows, they will take care of you. Providing better care to the animals translates to increased production and improved longevity, with Rony noting that if you don’t prioritize cow comfort, you won’t have old cows in the herd and it will be difficult to be profitable.

Cow comfort and animal care have always been a top priority for Rony and his family. Over the years, they have expanded their farm with additions in 2004, 2008, and 2018 to build a facility that caters to the health and welfare of their animals.

ASSESSING ANIMAL CARE ON-FARM

Since he worked so closely with the herd and already had an idea of where improvements could be made, Rony wasn’t fazed when he learned that they would have to participate in a proAction Animal Care Assessment in 2018. In fact, he feels that the assessments are a good

opportunity to see where your herd is at and having another perspective can be helpful to identify areas for improvement. Like many Canadian dairy farmers, Rony is very involved in his herd. When the proAction assessor pointed out some issues with lameness, Rony says he agreed with her assessment and was motivated to identify goals to work towards once he

received the results. During his first assessment, the Odermatt family was in the process of building an extension on the barn. They knew that they had a few issues that could be fixed with the new addition; however, they were focused on improving cow comfort in the short term and made some additional on-farm changes to address this.

ENGAGING TRUSTED ADVISORS

As Rony put it, when there’s a problem, there is usually a straightforward solution for most things. So, he and his family got to work trying to find solutions for the lameness cases on the farm. Rony began by talking with some of their key advisors – specifically, the veterinarian, hoof trimmer, and nutritionist. Having a team of trusted advisors is critical to helping identify the root cause of on-farm problems. Advisors interact with a lot of different farmers and farming systems, so they are able to provide a different perspective or share ideas of things that worked well for other farmers. Rony’s advisors know that he wants to be proactive, so they point out issues when they see them and they help him narrow down potential solutions. He also talked with other farmers in his area about what worked, or didn’t work, for them, to help give him some ideas of where to start.

FOCUSING IN ON THE FEET

The frequency of the hoof trimming in the herd was increased from every 6 months to every 5 months1. Rony noticed that as the cows got to the 6-month point, they were already starting to show issues. So, getting trimmed a bit earlier helped him be proactive and prevented that problem from occurring in the first place. He noticed that by doing this, his cows could make an extra lactation in the herd when they weren’t able to before. While they had previously used foot baths on some level, Rony knew they weren’t consistent with it. So, they also implemented a consistent foot bathing system three times per week as a preventative measure, which he feels has helped their herd immenselya.

DIGGING INTO BEDDING

Stall comfort was another area that Rony felt could be improved. Prior to the assessment, they had been using stall mats that were quite thin and not very comfortable. They made the decision to take the mats out and transition to a deep bedding system2 . While it took a bit of trial and error, they eventually found the right way to make the deep bed system work well for their farm. Rony says that after switching to deep beds, they gained 4L in milk production, and once they started milking three times per day instead of two, they gained 6L. Rony was incredibly happy with the improvements he saw in cow comfort, health, and production from changing the bedding system. He now has a community of farmers in the local area that are also using deep beds and seeing great results.

IT TAKES A TEAM

When working to solve on-farm problems, Rony and his family consulted their team of advisors, as well as other farmers, to help them make decisions. When asked what advice he would share with other farmers going through the same situation, Rony said “Sometimes you think you’re the only one with that problem but it’s not really true. Every farmer has a problem that they have overcome”. Rony feels that in order to improve your herd, you need to make a team of advisors, specialists, and other farmers. Advisors can be helpful in making connections with other farmers in the community that have different systems, or that have very good outcomes on their own farms. For Rony and his family, cow comfort has, and always will be, a top priority and they are prepared to continue working towards this with the help of their advisors and fellow farmers.

This project was developed by ACER Consulting and funded and supported by the Ontario Ministry of Agriculture, Food, and Rural Affairs, the Dairy Farmers of Ontario, and the University of Guelph.

References

“Decisions supported by science” statements are supported by the Lameness and Injuries section of the Code of Practice for the Care and Handling of Dairy Cattle: Review of Scientific Research on Priority Issues. 2020.

1. The frequent use of foot baths, as well as routine preventative and corrective hoof trimming, are key strategies to prevent lameness.

2. Rubber flooring and deep-bedded stalls improves hoof cushioning and traction, which is a preventative approach for lameness

Monitor, track and keep record of your total mixed ration formulations

Evaluate mixing accuracy by group Manage and assign rations for each feeding group Review reports and track feeding trends

Feed Safety is Essential to Enhancing Your Herd’s Nutrition

By Nancy Stonos-Smith, Technical Services Manager, Animal Nutrition Association of Canada

SAFE FEED IS ESSENTIAL FOR HERD HEALTH. When feed is contaminated with disease-causing pathogens, mycotoxins or other hazards, it can negatively impact feed intake and nutrient utilization. At a time when there are increasing concerns about livestock disease transmission, particularly Highly Pathogenic Avian Influenza, which is an emerging threat to dairy cattle, it is important to ensure the feed you provide your herd is safe.

There are many feed hazards that can have undesirable effects on animal health. For example, the presence of mycotoxins in grains used in the manufacturing of calf starters or robot pellets can contribute to scours and poor growth in calves, as well as poor reproductive health and milk yield in cows.

Although there are many potential feed hazards, there are ways to reduce and manage the risk to your herd by ensuring your feed provider takes the necessary feed safety precautions. Commercial feed facilities are highly regulated by the Canadian Food Inspection Agency (CFIA) however the Animal Nutrition Association of Canada (ANAC) takes feed safety to the next level with its voluntary national feed safety program, FeedAssure®.

FeedAssure® is a hazard analysis critical control point (HACCP) program where certified facilities implement measures to manage feed safety hazards. Certified facilities actively manage hazards associated with feed ingredients and manufacturing through a robust supplier approval process, regular testing of incoming ingredients and process controls, such as sequencing and flushing, to ensure a previous batch of feed does not unintentionally pose a risk to your feed batch. Pest control, sanitation and biosecurity protocols are also followed to reduce the risk of spreading disease. To ensure FeedAssure® certified facilities are maintaining the program’s high standards, they undergo an annual third-party audit.

However, feed safety doesn’t end at the feed mill. There are biosecurity measures that can be implemented for on-farm feed deliveries to prevent the risk of disease entering your premises. Keeping laneways clear of standing water, mud, manure and soiled bedding can reduce truck contamination. Delivery drivers should not have access to production areas and are encouraged to stay in their vehicles during delivery, if possible.

Once the feed is on the farm, general cleanliness is important. Keeping feed rooms clean by laying out pest traps and limiting bird access can all help reduce the risk of feed contamination. The cleanliness of animal feed delivery systems should be monitored, particularly for the mixing and feeding of milk replacer since young

Keeping laneways clear of standing water, mud, manure and soiled bedding can reduce truck contamination. Delivery drivers should not have access to production areas and are encouraged to stay in their vehicles during delivery, if possible.

calves are more susceptible to disease. It is also important to ensure TMR mixers are clean and in good working condition. Augers and paddles should be free of excessive buildup since this can increase the risk of mould growth, which could contaminate feed and reduce mixing efficiency affecting nutrient availability.

Feed safety is paramount to your herd’s health and productivity. To learn more about the FeedAssure® program, including which facilities are FeedAssure® certified, visit the ANAC website: www.anacan.org/feedassure.

Handling of

Cattle \ Breed assessments \ with CQM and proAction.

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Effective: Control flies before they mature and breed.

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WHEN SALMONELLA DUBLIN HITS

An Ontario dairy farmer’s experience in finding, managing and eradicating S. Dublin

By Veal Farmers of Ontario

In southwestern Ontario, "Eric Reeve" and his family run a dairy farm, calving out around 200 cows per year. He prides himself on being a progressive producer, who focuses on having excellent cow comfort using sand bedding and maintaining a closed herd to ensure no bugs get onto his farm. In fact, he had not brought in any cows for many years, which made it all the more surprising when he found out he had an outbreak of Salmonella Dublin (S. Dublin) in his herd in fall 2019.

The arrival of Salmonella Dublin

Eric vividly remembers his first experience with S. Dublin. He was out feeding his calves one morning and noticed a calf around two months of age had pneumonia with a very high fever, which was a little unusual for him. He treated the calf with an antibiotic and decided to ask his

veterinarian to have a look. His vet recommended treatment with a different antibiotic than Eric had given, and a pain reliever. The calf responded poorly to the treatment but did survive. Some time would pass before Eric would reflect back and realize this was likely patient zero in his herd, responsible for infecting other calves with S. Dublin.

Moving through the remainder of 2019, Eric had more and more calves showing similar symptoms and treatment responses, eventually failing to respond to any antibiotics he provided, which resulted in the difficult decision to euthanize them. As most producers can appreciate, this not only hurts in terms of losing herd replacements but takes a tough toll on those who need to make the decision to euthanize calves that had such promise to be a productive cow. Between October and the start of December, he lost four calves and had his veterinarian come out to do some post-mortem examinations. His veterinarian found signs of pneumonia but submitted some samples to the Animal Health Lab in Guelph to see what was really going on. To Eric and his veterinarian’s surprise, the samples came back with the bacteria S. Dublin.

Now what?

After the initial surprise of the diagnosis, Eric began to implement several measures to mitigate the disease’s impact. First, he spoke with his vet, who said it is a bacterium that causes pneumonia and is often resistant to antibiotics. He also noted the disease is zoonotic, meaning it can cause disease in humans too. Salmonella Dublin can be transmitted through drinking raw, unpasteurized milk. Eric and his family started buying pasteurized milk from a local grocery store since pasteurization kills the bacterium. The next step was to stop giving tours. He made sure people coming onto his farm wore plastic boot covers, stopped selling heifers and notified the driver picking up his male calves he had S. Dublin to make sure he was not responsible for spreading the disease to his neighbours and other dairy or veal farms.

AGRI-TRAC Milled our dair y barn floors in August of 2000.22 Years later we just had AGRI-TRAC backto do them again. It lasted 22 Years! We chose AGRI-TRAC bothtimesinstead of grooving because it works and lasts. We have experience, grooving does NOT work! Thank you AGRI-TRAC.

Mario Vriens Friendly Farms Arthur, ON

After taking steps to contain the bacterium to his barn, he started trying to figure out how to prevent it from spreading to more animals. His first step was to identify ‘carrier’ animals, which his vet said were likely the ones that would continue to spread the disease. Eric blood tested all his heifers and found a few in the same age range of the heifers that died were positive. His vet said he should isolate the positive animals since these carriers could shed the bacteria in their manure and infect other animals. The heifers were kept in isolation from other heifers, and he continually tested the herd to identify if there were any more. Over time, he found more positive cases and moved more into isolation. Since there was not much knowledge about what to do with the positive heifers, he ended up euthanizing many of the animals that had high

AGRI-TRAC gives thecows the Traction they need without being too aggressive on their feet. We also like how the floor is easy to scrape and clean.

James Walker Walkerbrae Farms Guelph, ON

Eric vividly remembers his first experience with S. Dublin. He was out feeding his calves one morning and noticed a calf around two months of age had pneumonia with a very high fever, which was a little unusual for him.

blood titres and those that tested positive for S. Dublin on two consecutive blood tests.

Beyond identifying the carriers, he put more emphasis on regular and routine cleaning and biosecurity along with disinfecting his hutches with chlorine dioxide, feeding tools and equipment used for calves. What was surprising and concerning to him was there was not a lot of information on treating the disease, and he felt he and his vet really needed to learn as they went along.

Where did it come from?

Eric already had great biosecurity protocols in place. Since this bacterium is spread through feces, it could have really been from anywhere—a visitor coming onto his farm with dirty boots and handling one of his calves, or maybe a piece of equipment he used to help out at another farm. He spent a lot of time talking to his advisers and those who visit his farm, from the feed reps to the hoof trimmer. Even if they were not responsible for bringing it on, it was a good wake-up call for everyone to be more diligent.

Because of the unknown source, Eric implemented much more strict biosecurity protocols. He used a designated area for male calves to be picked by his driver, required all visitors to wear plastic boot covers and have clean coveralls, and did not send animals off the farm for shows. He also decided to not provide any tours.

Advice to producers who do not have S. Dublin

Eric hopes no other dairy farms experience S. Dublin since it caused him a great deal of stress, was expensive to test and monitor for, and was disappointing when there were animals on his farm that had to be euthanized. Eric knows he is not the only one having this issue since biosecurity is not seen as a high priority on many farms. He said biosecurity is beyond just putting a sign in the window and following proAction requirements. Dairy farmers need to have a plan to manage this disease and be much more diligent in preventing this and other diseases from entering their farm.

He also strongly feels farmers should not nonchalantly dismiss an unexplained death

on their farm. It is important to do a post-mortem examination to understand why calves are dying to help prevent it from occurring again in the future. He said if he dismissed the first few calves as just a weird pneumonia, it would have been much worse and spread further throughout his barn. Finally, he highlighted the importance of having a good relationship with a veterinarian. Although his vet did not have all the answers at the beginning, they worked together to mitigate the extent of the impacts.

Eric said he feels like he currently has a handle on the disease and has not seen any more calf health challenges since isolating and euthanizing carrier animals. He continues to periodically take blood samples from his heifers to make sure they are not coming back positive. Eric’s quick thinking and careful, attentive management likely saved his farm from having much more dire consequences.

"Eric Reeve" not real name.

This project was funded by the Canadian Agricultural Partnership, a five-year federal-provincial-territorial initiative.

Biosecurity is beyond just putting a sign in the window and following proAction requirements. Dairy farmers need to have a plan and be much more diligent in preventing this and other diseases from entering their farm.

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Hydraulically

Reporting traceability events on time helps with a successful proAction® audit and it’s necessary for traceback in an animal health emergency.

Chris McLaren, Larenwood Farms, stays on top of it:

I think the most important thing with traceability is that you enter the events as they happen. Don’t leave yourself a list of things that you did all week and then try and remember what you did and when you did it.

”

Ben Loewith, Summitholm Holsteins (Joe Loewith and Sons Ltd.), uses software to make traceability easy:

With DairyComp it’s quick, easy and convenient for us to record traceability data within minutes of the event taking place and it’s all sent through automatically.

”

Dylan Stewardson, Stewardson Dairy, delegates this responsibility:

I do all my DairyTrace reports through DairyComp. They talk to one another and I can do it seamlessly without any extra effort in my day.

”

-Teegan Towers, Herd Manager

Jennifer Peart, Erieview Farms Ltd., has peace of mind knowing her records are up to date:

I ear tag the calves on the day they’re born and record the information immediately and everything is up to date - it feels good to stay on track.

”

How do you track traceability

Meet dairy producers across Canada in our video series as they share why and how they implement traceability on their farm.

FUTURE PROOFING HUNGARIAN DAIRY FARM

Investing in new technology and improving key performance indicators at heart of changes

By Chris McCullough

A HUNGARY-BASED FARM has made several changes to futureproof its business by investing in new technology and improving key performance indicators.

Extra Tej Ltd operates its farm in the northwestern region of Hungary near Beled. The company, owned by the Harsanyi family and Zsolt Pinter, took over the farm from previous owners Elore Agricultural Cooperative Society in May 2003.

Kovacs Balint, manager of the dairy, explained how the 1,060-hectare farm has modernized and what the current production is like.

“During its ownership to date, Extra Tej Ltd has made several investments to improve the infrastructure of the farm and in new technology to increase overall efficiency. These modernizations included a new feeding system in 2010, followed by a new Boumatic Xcalibur 360EX rotary parlour two years later that holds 50 cows,” he said.

“Two new barns to house 578 and 418 cows were built in 2014, with a liquid manure handling system financed by a modernization grant. Also, a new barn for transition cows was added in 2023.”

In addition to these improvements, the company is constantly upgrading its machinery and technical equipment, including renovating its silo depots for storing bulk feed, road networks and other infrastructure.

The farm is home to around 1,000 cows milked three times daily, with an average daily production of 40.41 kilograms at 3.81 per cent butterfat and 3.32 per cent protein. The milk is sold to Alfoldi Tej Ltd at around 146 HUF (CDN $0.5476) per kg.

“In the early 2010s, the focus of breeding was mainly on milk production and calving ease. However, in recent years, in addition to these value traits, important criteria for the selection of bulls are the somatic cell count and the sire must be A2A2 homozygous for betacasein, which should improve butterfat and protein,” Kovacs said.

Cows are separated in groups and housed in freestall barns with the milking herd in cubicles and non-producing groups are in barns with deep-straw bedding.

Groups are determined by whether the cow is in the first lactation or more, and by the pregnancy status and days in gestation. On the farm, only artificial insemination is used and a heat detection system is applied to identify animals in heat.

Quality staff enables farm to run smoothly

Currently, there are 39 workers carrying out farm duties, as well as seven management staff and an external veterinary service.

Kovacs explained the high number of employees is justified by several factors, including the need to ensure a continuous supply of quality staff and the fact the farm acts as a demonstration farm.

“We produce the bulk feed for the herd ourselves, with most of the forage required grown on the farm. The ration for the milking cows consists of maize silage, rye silage, sorghum silage, rapeseed groat, soya groat, maize groat and barley,” Kovacs said.

“The dry cows receive a mix, including alfalfa silage, grass silage, hay and straw. The average dry matter intake of the milking cows is around 26 to 28 kg per day per animal.

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“In the early 2010s, the focus of breeding was mainly on milk production and calving ease. However, in recent years, in addition to these value traits, important criteria for the selection of bulls are the somatic cell count and the sire must be A2A2 homozygous for beta-casein, which should improve butterfat and protein.”

Kovacs Balint

“All the ingredients are collected, mixed and distributed by a selfpropelled RMH feed wagon to the milking cows and by a trailed RMH feed mixer to the heifers.

“In order to try and safeguard some forage production against droughts, the farm has installed an irrigation system on 237 hectares,” he said.

Technology leads management efficiencies

New technology is playing a major role in helping Kovacs get the most from the cows and make the management process more efficient.

Cow comfort in the barns has been vastly improved by switching the old rubber mats in the cubicles to waterbeds to help increase lying times.

“We’ve also replaced the heat detection system with a SmartTag system from Boumatic,” said Kovacs. “This will enable us to have continuous data on inactivity, eating and rumination, besides the individual cow identification.

“In the new transition barn, which has been in use since August 2023, we have an automatic curtain, ventilation and a manure-handling

system that are nowadays standard equipment. In addition, there is a DeLaval OptiDuo feed return robot installed.

“We are not planning any expansion or diversification at the moment. The infrastructure is sufficient to serve the current number of animals, so an increase in the number of dairy cows would require an expansion of the silo depots and the storage capacity of significantly increased liquid and solid manure.

Changes spurned by dairy industry decline

Kovacs says the family decided to make all these changes on the farm after witnessing the steady decline of Hungary’s dairy industry in recent years, which has forced some dairy farmers out of business and others not knowing whether they should follow. The Covid era, the war in Ukraine and one of Hungary’s worst droughts in 2023, have created endless challenges for dairy farmers, forcing profit margins to decline.

“(Our) aim is to optimize the processes with the current number of animals and improve key performance indicators, and thus achieve the highest profitability in line with the economic environment by increasing efficiency,” he said.

BALANCING WORK AND LIFE ON A DAIRY FARM

By Arielle Le Heiget and Meagan King, University of Manitoba

WOULD YOU RUN A ROUND BALER FULL, wide open as hard as can be? Likely not, because you’ll stall the tractor if you hit a bump. You leave some capacity. No machine and no person can run at 100 per cent capacity all the time.

This analogy was provided by a participant during a research study at the University of Manitoba. We interviewed 30 dairy producers to get a deeper understanding of what they’re currently experiencing on farms in Ontario and Western Canada. Preliminary findings from those interviews suggest the following themes:

• Entanglement of work and life;

• The identity of a dairy farmer;

• Technology as a double-edged sword;

• The emotional toll of caring for animals;

• Internal conflict;

• Not feeling understood.

We also surveyed 115 dairy producers across five provinces (BC to Ontario) about several aspects related to well-being (physical, mental/ emotional, social, spiritual, financial, etc.). We designed our study to encompass many aspects of life on the farm.

Taking care of a herd is no easy task. From putting the cows first to missing family events, this responsibility can weigh heavily on a person and their loved ones. Work-life balance can be challenging when there are lives depending on you – and maybe it also feels like the farm is depending on you. Nearly 97 per cent of participants in our study farm with their family. You might also work and live on the farm, making it tough to ‘turn off’ farm mode because the farm comes first. The stressors pile on and the load gets heavy, and hopefully, you don’t hit any bumps.

Often, we forget the difference between capability and capacity. We are capable of doing many things, but we don’t always have the capacity to do certain things at any given moment. Remember that round baler?

Based on our survey, 98 per cent of participants work at least six days per week. While 25 per cent of producers were able to maintain a healthy work-life balance, 56 per cent said at least sometimes, and 19 per cent said their workload does not allow for balance. We found that 61 per cent of producers were getting six hours of sleep or less. The remaining 39 per cent of producers were getting seven to eight hours

The isolating nature of farming was mentioned in interviews; some producers described how working alone gave them more time to ruminate about stressors. Almost half the participants spent most of their time working alone. That’s a lot of time to ruminate, plus working alone has also been associated with greater stress and poorer mental health for dairy producers in Ontario (King et al. 2021). Participants emphasized the importance of being able to talk things out, whether it’s a phone call while you’re in the tractor or stopping by at coffee time. They also described how helpful it was to know they were not alone, and to find out there were others facing similar struggles. Maybe it’s not a matter of if, but a matter of when you hit a bump. Connecting with others could be a tool to help buffer the impact when you eventually do hit that bump.

It became very clear throughout interviews that being a dairy farmer was part of an individual’s identity. Many described farming as a passion and caring for their animals provided fulfilment. With succession planning, older generations might feel like they are losing part of who they are while younger generations might feel a sense of instability without outlining a plan. Only 31 per cent of participants surveyed had a written business plan, 36 per cent had a written

succession plan and 20 per cent conducted annual risk assessments and have written management/contingency plans. Feelings of doubt and hopelessness were expressed while discussing the future of their farm as farmers face a pile of stressors like the current economic climate, unpredictable weather, feed availability, caring for animals and the numerous social pressures surrounding sustainability and animal welfare. Something to remember when these stressors feel extra heavy is that you are not alone.

Producers described a sense of disconnect during interviews, from consumers, clinicians, policy makers and researchers, to society. This weight might feel particularly heavy because farmers cannot bridge this gap without the help of each and every stakeholder. In our opinion, which has been largely shaped by the participants we interviewed, a good starting point would be to ensure dairy farmers’ lived experience is acknowledged, respected and valued.

“We stick with what works…Udder

Comfort.”

“We have been using Udder Comfort™ for 10 years. We use it on all fresh animals after each milking for a week after calving,” says Scott Stemp e.

Scott and parents Paul and Jody have a 750-cow dairy near Maynard, Iowa. Many of their registered Holsteins go back to Butlerview Roy Glamorous. As herd manager, Scott enjoys seeing the progression from calf to milk cow.

“Transition at calving is the most important part of a cow’s lactation. Udder Comfort is an important tool to get her through that transition and into her milk faster,” says Scott.

“We stick with what works, and we have always had really good results with Udder Comfort. It softens udders to milk faster and easier so cows get a better start in their lactations.”

— Scott Stemp e

Nevertheless, dairy farmers and their families continue to carry this weight with strength and resilience. Approximately 66 per cent of participants reported moderate stress levels and eight per cent reported high stress levels. There was estimated to be 15 per cent and 15.7 per cent of participants within the range of moderate to severe risk of anxiety and depression, respectively. Resilience was evident throughout interviews as they adapted to weather different storms, metaphorically and literally. The importance of proactive measures related to herd health and welfare was noted during interviews. Some participants also mentioned how it was more difficult to cope with things on the farm when their well-being was suffering. The cows come first, even if it comes at a cost to personal well-being. Again, what if you hit a bump?

You are your farm’s greatest asset. Preventative maintenance isn’t only for machinery, and proactive measures aren’t only for cows. You can take steps to help build up your resilience and buffer the impacts of stressors. We aren’t saying the stressors will disappear, they’ll still be there. But coping with those stressors might feel more achievable. Just like you are proactive with your cows and your machinery, you can also be proactive with your well-being. You can put yourself first once in a while, too, you don’t need to wait until times are tough.

A great way to be proactive is to take free Mental Health Literacy training: In the Know page - Agriculture Wellness Ontario. Preventative maintenance isn’t only for machinery,

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