The strategic plan, which will guide ASAP’s work from 2026 through 2030, focuses on strengthening programs, deepening partnerships, refining communications, improving organizational adaptability, and building financial resilience. But behind those organizational priorities is a broader effort to support the economic viability of farms and food businesses across the region.

“Food systems work is a long-term effort, so evaluation and strategic thinking—particularly our Theory of Change—has been built into ASAP’s development over the past 20-plus years,” said Molly Nicholie, executive director of ASAP. “The pandemic really pushed how we were thinking about food systems work and what those key elements looked like in the context of changing community needs and infrastructure. Coming out of that time period, we wanted to maintain our ability to stay responsive, but also name our core competencies as an organization and understand how we can make the most impact.”

Nicholie said the organization began formalizing the planning process in mid-2024, during a period marked by both storm recovery work and ongoing uncertainty across the agricultural sector.

“Much of it was done in the midst of our Helene recovery work—a little like learning to juggle while riding a bike,” Nicholie said. “But our Helene recovery programs really illustrated how our core programs and partner networks are the bedrock of what we do, building strong farm business and healthy communities.”

The plan comes at a time when many farms and food-related businesses in Western North Carolina continue navigating economic volatility. ASAP’s annual Appalachian Grown Producer Survey has tracked farmer concerns and trends for more than 15 years, helping the organization adapt its programs over time.

“From the loss of tobacco to development pressure to changing consumer habits and values, we’ve been able to use that feedback to offer more responsive programs and resources over the years,” Nicholie said.

This year’s survey identified several recurring pressures, including rising costs, the loss of government programs and staff, and a slower tourism economy following recent disruptions. Other challenges included environmental crises like Helene and the resulting infrastructure gaps, and also “growing social isolation and the strong pull to utilize virtual conveniences rather than going out into the community to shop and eat,” said Nicholie. 

While the strategic plan is designed specifically for ASAP, Nicholie said many of the identified priorities are deeply tied to broader economic opportunities in the region’s agriculture industry.  

“They are related, but not necessarily equivalent,” said Nicholie. 

ASAP and our region’s agriculture industry can benefit from  “leaning into community-based models that fit our mountain region and the assets, particularly strong community relationship infrastructure and a network of interconnected farms and food businesses,” said Nicholie. 

She added that Western North Carolina’s recovery efforts may also provide lessons for food systems nationally.

“So much of ASAP’s work is rooted in place-based strategies, but there is also an opportunity nationally to learn from Helene recovery efforts and how the local food system here has supported that,” Nicholie said.

Nicholie emphasized that ASAP measures success not simply through growth statistics, but through resilience and sustainability within the regional food economy.

“Success for us is that we help to create a regional food economy that can support viable farm businesses and thriving food businesses,” Nicholie said. “Success doesn’t necessarily look like linear growth in the total number of farms and food businesses, especially after something like Helene. Farms and small businesses continue to face challenges and uncertainty. Our success is our ability to continue to provide support and resources and be responsive to changing realities and pressures.”

Learn more at asapconnections.org.