top of page

STRATEGIC PRIORITIES

The Wild Blueberry Commission of Maine employs a strategic planning cycle to guide our work.

DSC_1189 copy.jpeg

I. Immediate Priorities: Stabilization & Emergency Support

 

A. WBCM-Funded Emergency Relief Program

Launch a significant emergency relief program, funded by WBCM, to provide direct assistance to tax-paying industry members.

​

B. Federal Emergency Relief Advocacy

Aggressively pursue a federally supported emergency relief package to ensure growers and processors can maintain solvency and sustain critical investments.

​

C. Supplemental Disaster Relief

If federal emergency relief is not secured, seek a Supplemental Disaster Relief Program to offset 2025 crop losses and prevent further economic destabilization.

​

D. Rapid Deployment of Research-Based Guidance

Foster deliverables from the University of Maine that mobilize existing research and resources to develop actionable, practical, and cost-effective management recommendations in alignment with the Wild Blueberry Advisory Committee’s 2026 / 2027 Research and Extension Priorities.

​

II. Long-Term Priorities: Building Resilience & Competitiveness

​

A. Strengthen Industry Governance & Relationships

Improve the structural and collaborative foundation of the industry by updating the composition of the WBCM, enhancing communication between industry groups and to Commissioners, and strengthening cross-border relationships with Canadian partners.

​

B. Create Opportunities for Sustainable Water Source Development and Irrigation Investment

Advocate for the reestablishment of the sustainable water source and irrigation grant program, or improved access to similar funding within a the Farm Bill. These resources are vital to stabilizing Maine wild blueberry supply and growing value and profitability.

​

C. Reduce Cost of Doing Business and Expand Profit Pathways

Work through federal and state policy channels to develop or expand programs that:

  • Lower operational costs for growers and processors

  • Reduce regulatory and financial barriers

  • Increase long-term opportunities for profitability and investment

 

D. Build Analytical Capacity to Guide Strategic Change

Source and leverage external analytical capacity to:

  • Identify the least profitable segments of the industry

  • Determine how to direct support and resources to those, and other business models

  • Map a strategic path toward addressing systemic challenges and improving overall industry performance

bottom of page