Copyright 2011. No quotation or citation without attribution.

	  The International Federation of Organic
Agriculture Movement (IFOAM):
Analysis of its Goals and Certification
Credibility	  By: Janna Canamaso
3/15/2011

GRADUATE SCHOOL OF INTERNATIONAL RELATIONS AND PACIFIC STUDIESUNIVERSITY OF CALIFORNIA, SAN DIEGO

This paper was prepared for the course Corporate Social Responsibility taught
by Professor Peter Gourevitch in the winter quarter 2011 at the School ofInternational Relations and Pacific Studies of the University of California San
Diego (UCSD). The papers have not been edited after having been submitted
to the course. They are posted here to provided others with information andideas about CSR, NGO's and the private sector.
The papers are COPYWRITE protected. No quotation or citation without
attribution.

	  Copyright 2011. No quotation or citation without attribution.

TABLE OF CONTENTS
I.

Introduction ………………………………………………………………………… 3

II.

Worldwide Organic Market ………………………………………………………. 4

III.

The Organic Movement (Beginnings of IFOAM) ……………………………….. 5
and The Meaning of “Organic”

IV.

IFOAM Identity and Organization ……………………………………………….. 7

V.

Transparency ……………………………………………………………………….. 15

VI.

Funding ……………………………………………………………………………… 16

VII.

Certification and Third-party Certifiers

A. IFOAM Family of Standards and Standards Requirement ……………………… 18
B. Third-Party Certifiers
1. IFOAM’s General Third Party Certification Bodies …………………........ 21
2. Participatory Guarantee System …………………………………………...... 24
C. Accreditation Process ……………………………………………………………...... 25
1. Pre-application ………………………………………………………………. 27
2. After the Screening …………………………………………………………… 28
3. Site Visits ……………………………………………………………………… 28
4. After the Visit …………………………………………………………………. 29
5. Surveillance and Accreditation Contracts …………………………………... 30
6. Annual Returns and Surveillance ……………………………………………. 31
VIII. Challenges …………………………………………………………………………….. 31
IX.

Conclusion…………………………………………………………………………….. 33

X.

Discussion Questions ………………………………………………………………… 35

XI.

Appendices …………………………………………………………………………… 36

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I.

Introduction
For many years since the 1970s, there has been an increase in demand for and awarenessabout organic agricultural products, and central to the organic movement is the International
Federation of Organic Agriculture Movement (IFOAM). IFOAM, a non-profit internationalorganization, was founded in 1972 during a time when concerns were prevalent about thedevelopment of agriculture and its effects on livelihood, environment and trade as a channel forcooperation around Europe, which spread through the world. IFOAM mainly aims to bring astrong and harmonized set of general standards in agriculture grown organically led by its Four
Principles of Organic Agriculture.
The problem with organic agriculture is the credibility of the organization leading theorganic movement (IFOAM) and of its seal certifying products are organic because themovement will not reach its ambitious goals without having the credibility to continue to build
partnerships and attract consumers. Therefore, to bring credibility to the organic movement andits own certification system, IFOAM needed to consolidate an international definition of“organic” in order to come up with globally accepted standards; subsequently, the developmentof an inclusive and coherent definition of “organic” helps IFOAM’s credibility to consumers
because they can be assured that the organization is able to be equitable to all stakeholders
through having one set of standards across borders. Also, in order to keep its niche market of
consumers who are sensitive to social and ecological issues and eventually expand to larger
traditional consumers, IFOAM must establish the credibility of its certification and monitoring
systems. The concern of consumers remains on how IFOAM’s organic standards are
established, consolidated and monitored to ensure that certified organic products are “organic.”2

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Overall, credibility is crucial to IFOAM’s goal of harmonizing organic standards andgrowing organic agriculture worldwide. Credibility of IFOAM will be assessed throughunderstanding the organization, its structure, leadership, transparency, source of funding,capacity to monitor third party verifiers, ability and commitment to implement (including
punishment to those not complying with the Four Principles of Organic Agriculture).

II.

Worldwide Organic Market – is growth a sign of credibility on IFOAM?
The market for organic agriculture is growing, but mostly the demand is from developed

countries. Because of international borders having different standards for organic agriculture,developing countries are often blocked access to these markets—a violation of equality central toorganic agriculture. North America continues to be the largest market for organic products
amounting to more than 16 billion USD.1 This growth has been so fast and significant that North
American organic farmers cannot keep up with the demand; as a result, organic products areimported from Latin America.2 The growth has been also attributed with the penetration oforganic products into “traditional” grocery stores such as Walmart.3
In Europe, there has been growth and strong advocacy for organic farming. Continued
growth is observed for the last two decades; therefore, this trend is predicted to be the directionof organic farming in Europe (See Appendix 1). However, the organic sector remains to be asmall 3 percent of the entire agriculture market.4 On the other hand, this small share of theorganic market in Europe shows that there is plenty of room to expand for organic agriculture.

1

IFOAM and the Research Institute of Organic Agriculture (FiBL). The World of Organic Agriculture: Statistics
and Emerging Trends 2008. London: 2008. p. 55.
2Ibid, p. 55.
3Ibid, p.55.
4
Dabbert et al. Organic Farming: Policies and Prospects. New York: 2004. p. 10

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The increasing demand for organic agriculture only strengthens the importance for acredible international organization that will serve as a certifier of organic products, farmers,
producers, processors and distributors, especially from developing countries. IFOAM is in aunique position of filling the gap where international governance is unavailable for providing aguarantee to consumers, mostly in developed countries, that the products with the IFOAM seal
are organic based on defined global standards. Nevertheless, IFOAM must be prove itself as acredible organization.

III.

The Organic Movement (Beginnings of IFOAM) and The Meaning of “Organic”
It is very important to know the history of IFOAM for understanding the incentives it

started with and the evolution of these incentives, which will also shed light to the sincerity andcommitment of the organization to its Principles of Organic Agriculture. Moreover, the relentlessdedication of IFOAM to define “organic” across different countries and governments signals its
strong commitment to taking into account farmers, producers, processors, consumers and otherstakeholders from various countries, which shows credibility of the organization and its seal ofwhat is organic.
The organic movement began in the first half of the 20th century when philosophies andteachings “based on observation of nature and respect for natural laws” were emerging thateventually stirred up farmers to move towards organic farming.5 Multiple schools of respect for
nature were created; however, although there was increased emphasis on the movement,cooperation was lacking limiting these small dispersed schools of thought from making a greater

5Centre for Agricultural Bioscience International. Organic Farming: An International History. Cambridge, MA:
2007. p. 176. CABI is an international non-profit organization aimed at improving peoples’ lives through providing
information and using scientific expertise in solving problems in the environment and agriculture. It is also involvedin multiple research and developmental projects sponsored by member countries. Their website is www.cabi.org.

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impact. IFOAM was created to address this need for coordination of expanding sustainableliving on November 5, 1972 in Versailles, France.6 Since the conception of IFOAM, it has been
incentivized to be an organization that unifies the world while being ground-breaking or
revolutionary due to the obstacles it overcame. It was founded by pioneers such as Roland
Chevriot and was an organization that embraced the influential contributions of four women; inaddition, IFOAM was founded not long after 1968 when the organic movement wasrevolutionary and anti-establishment—against a growing agriculture sector using artificial andharmful (to the environment and human health) techniques.7 Therefore, IFOAM leading theorganic movement was founded and incentivized by passion of its founders for sustainability ofagriculture that protects and respect nature; it was “[r]adical, innovative and filled withenthusiastic dedication.”8 As a result, these roots provided the organization good reputation,
which allowed it to grow.
Today, far from the unorganized yet idealistic revolutionary organization, IFOAM,
representing the international organic movement, has moved to be a sophisticated non-profit withstructure, finances and influence on multilateral organization and various governments. As theorganization has evolved to be complicated, large and bureaucratic, its credibility of staying true
to its passionate and focused roots is being challenged since bureaucratic organizations are often
bogged down with paper work and not enough actions. Nevertheless, IFOAM and the organic
movement have been able to continue to stay true to its roots—an assessment tackled in thefollowing study of its credibility. In addition, the movement is now seen not as an eccentric andinvaluable cult but a respected and influential organization in that IFOAM has been able to

6

Ibid.
Ibid, p 177. At this stage of the organization, it did not have any form of structure or formal organization. No
minutes were taken and no forms of measures or clear goals were established.
8
Ibid, p178.
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solicit the collaboration of the UN Food and Agriculture Organization (FAO) and UN
Committee on Trade and Development (UNCTAD)—leaders in developing agriculture and tradeespecially for developing countries—on the IFOAM’s goals of worldwide harmonization of theorganic guarantee system (OGS) and expansion of the organic market.9
Since the term “organic” has been used multiple ways, it is imperative that IFOAM’s
definition of “organic” is clear and reflective of its international perspective as this adds to thecredibility of the organization and its certification. Further, clarity and unity of what comprises
and organic product makes it easier for farmers, consumers and other stakeholders in organic
agriculture to know what is expected and what to expect—a type of transparency between
producers and consumers. A clear definition also helps the credibility of IFOAM because thisdefinition will be used by its third-party certifiers; thus, with large number of certifiers all over
the world, it is a way. IFOAM’s current definition of “organic” agriculture, which it hopes to beharmonized with the rest of the world, is:“Organic agriculture is a production system that sustains the health ofsoils, ecosystems and people. It relies on ecological processes, biodiversity andcycles adapted to local conditions, rather than the use of inputs with adverse
effects. Organic agriculture combines tradition, innovation and science to benefit
the shared environment and promote fair relationships and a good quality of life
for all involved.”10
In the process of coming about this definition—2005 Task Force was created toformulate the Definition of Organic Agriculture—IFOAM took into consideration the
public view of what organic agriculture is in a very time- and resource-consuming project
9

Organic Farming: An International History. p. 183.
International Federation of Organic Agriculture Movement. Definition of Organic Agriculture. www.ifoam.org.
12 February 2011.

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in order to abide with its bottom-up approach in running the organization, and the Task
Force filled the gaps.11 At the end of the project, the Task Force concluded that there
were misinterpretation of “organic” of being confined to sustainability of the land andlack of consistent broad definition in the internet. Thus, the Task Force saw gaps where
IFOAM had to step in, starting at defining what “organic” means. Such commitment todefine “organic” proves IFOAM’s dedication to fulfilling its goals of expanding organic
agriculture worldwide as it identified that inconsistencies in this definition was an
obstacle to its goals.

IV.

IFOAM Identity and Organization
IFOAM has been known since the 1970s to be the largest international umbrella for theorganic movement; moreover, although it has experienced some ambiguity on its identity,
IFOAM has been able to form a new, broad and clear identity through its Four Principles. Such
Principles are very important because the soundness and the applicability of these Principles
define the credibility of IFOAM to be a global leader in expanding the organic movement.
IFOAM’s Four Principles are the principle of health, ecology, fairness, and care. These
principles apply beyond farming but how “people interact with living landscapes, relate to one
another and shape the legacy of future generations (Copy of the Principles see Appendix II).”12
First, the principle of health aims to not only sustain but to improve the soil, animal,
human and plant’s health as one and indivisible; a vital realization here is that IFOAM thinks
11

IFOAM. Definition of Organic Agriculture Report to the Task Force.
http://www.ifoam.org/growing_organic/definitions/sdhw/pdf/Definition_of_Organic_Agriculture_Report.pdf. 12
February 2011. IFOAM’s bottom-up approach has been known about the organization in that it values the input of
its members, farmers and local third-party certifiers. IFOAM has been determined not to be an organization ofheavy authority especially of local farmers by being stringent and telling them exactly what to do. Flexibility isimportant to IFOAM, and it encourages collaboration with and interdependence of local farmers.
12International Federation of Organic Agriculture Movement. The Principles of Organic Agriculture.
www.ifoam.org. 12 February 2011.

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that all are interdependent on each other and cannot be separated.13 Henceforth, IFOAM will
demand that all practices involved in organic agriculture are targeting the enhancement of living
things, not only keeping the status quo. Second, the principle of ecology is based on IFOAM
advocacy for understanding and working with the ecological and natural systems already in placeinstead of creating artificial and harmful means of agriculture.14 For this, IFOAM’s partners arestrongly encouraged to operate in an ecologically balanced system. Third, the principle offairness emphasizes that everyone involved in organic agriculture should provide equal
opportunities and respect for others in order to attain “good quality of life, and contribute to foodsovereignty and reduction of poverty.”15 Last, the principle of care takes into account the future
generation along with the current generation in that everyone in organic agriculture must conduct
themselves in a cautious and responsible manner.16
These Principles are central to the identity of IFOAM that it in turn strongly encourages
in all its partners and the entire organic movement. The principles that IFOAM formed andabide by are very indicative of the wide audience and target market for the organization. Its
targets are spread around the world; therefore, it made more sense for IFOAM to develop a broad
set of principles that can be implemented in different ways while remaining true to the essence ofthe organic movement. The problem, nevertheless, remains that the broadness of these principles
can lead to a misinterpretation and greenwashing of IFOAM and its principles. This problem
threatens the credibility of the organization; as a result, the organization’s guarantee will mean
nothing that damages the harmonization and expansion of the international organic movement.
However, training and accreditation of third-party verifiers and members are some of the

13

Ibid.
Ibid.
15
Ibid.
16
Ibid.
14

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mechanisms that IFOAM can use to counter the danger of misinterpretation and greenwashing.
In addition, increasing globalization and technological advancement provides different
alternatives in organic agriculture; therefore, it is more inefficient to develop principles that are
too specific making it not credible for farmers and producers due to their arbitrariness.
Additionally, stringent rules will only hold back organic agriculture from improving andexpanding.17 Therefore, the broad yet defined Principles of Organic Agriculture adds to thecredibility of IFOAM to having applicable and practical guidelines true to the definition of“organic.”
Furthermore, credibility of the organization in its ability to implement these principles
and monitor its members and certifiers is contingent on the way the organization is structured.
IFOAM started small and was very focused on only consultation on what the value andcharacteristics of organic agriculture should be, but now IFOAM is a global network, based inBonn, Germany, of farmers, certifiers, agricultural experts, and others “focused on thedevelopment of international norms for organic agriculture” by becoming the leader in theorganic movement.18 Its membership is spread across 116 countries with 750 member
organizations.19 More importantly and contrary to its name, the structure used for governance inthe organization is not a federal system but a membership organization; the members comprise
the governing body—the General Assembly—and are able to participate in the governance of theorganization through becoming a part of the General Assembly that elects the World Board
members, who have three-year terms limit.20 In return, the World Board appoints IFOAM
17

Alroe, Hugo Fjelsted and Erik Steen Kristensen. Basic Principles for Organic Agriculture: Why? And What kindof Principles? Ecology and Farming. April 20, 2004. p. 1.
18
Glasbergen, Pieter. “Global Action Networks: Agents for Collective Action.” Global Environmental Change.
2010. p. 133.
19
International Federation of Organic Agriculture Movement. The IFOAM Organizational Structure.
www.ifoam.org. 18 February 201120
Ibid and Glasbergen, p. 133.

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members to many different committees, working groups and task forces; consequently, IFOAM
is ran by its members.21 Keeping in line with the federal structure of IFOAM, smaller regionaland sector specific interest groups are established in order to create some local sovereignty formembers who have factors unique to their localities.22 Being controlled by members that are
diverse that just farmers, such as expert agricultural scientists, IFOAM establishes credibility inits standards implementation and member monitoring because the diversity in membershipserves as a check on any interest group wanting to advance their own interest through theorganization; for example, farmers wanting to lower organic standards to lower their cost andincrease profits. On the other hand, with members running the organization, some objectivity islacking from the consumers’ perspective.
The World Board serves as the executive of the organization, and it separates the Board
into official committees: “The Norms Management Committee, which includes members of theStandards Committee and the Accreditation Criteria Committee, The FAO Liaison Office,
Various Working Groups and temporary Task Forces, and IFOAM Regional Groups.”23 It isalso comprised of members from different parts of the world such as Philippines, USA, Peru,
Australia, Uganda, Japan, Malaysia, Switzerland, Italy and India.24 Election of board members
is done all at once—all ten board members are elected and step down at the same time each thirdyear, and the Board is elected by the General Assembly.25 Also, the World Board elects among
themselves three to five members to the Executive Board—the President and two to four Vice
Presidents; the Executive Board “decides on issues not yet decided upon by the General

21

International Federation of Organic Agriculture Movement. The IFOAM Organizational Structure.
www.ifoam.org. 18 February 2011.
22
Ibid.
23
Ibid.
24
Ibid. The World Board.
25
Ibid.

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Assembly or the World Board, reviews the organization performance and initiates the remedy ofshort-comings.”26 Its decisions are taken by majority with at least half of the members present
and by open vote.27
Additionally, IFOAM’s World Board is comprised of a diverse ethnicities, expertise andbackground that all relates to organic agriculture. Such Board composition is important because
it provides the organization a sound basis of leadership who are knowledgeable and have proven
their passion for organic agriculture.28 In fact, the availability of the names and shortbiographies about each board member provides transparency on the leadership that helps
IFOAM’s credibility to the consumers and the agricultural industry. Establishing suchtransparency and diversity in the leadership remains vital in IFOAM’s goal towardharmonization of organic standards around the world and expanding the organic movement
because it proves that IFOAM is truly international in its core; thus, it has a deep understandingof international organic agriculture and knows how to lead it (with its members) toward theirambitious goals (Information on World Board Members see www.ifoam.org).
Another vital part of the IFOAM organization is the Organic Guarantee System (OGS)
Committees divided into the Management Committee, the Standards Committee and the Criteria
Committee. These committees are responsible for improving and assessing the OGS, which iscentral to the IFOAM seal guaranteeing consumers that products bearing the seal are organic per

26

Ibid.
Ibid.
28
Ibid. World Board. The ten board members of IFOAM’s World Board are all experts of their fields relevant toorganic agriculture and are coming from different countries, ethnicities and background. Many have proven records
in supporting their soundness and capacity to lead the organization and the entire global network of IFOAM towards
harmonization of standard in organic agriculture. The President, Katherine DiMatteo, from USA have been active as
the Executive Director of Organic Trade Association in 2006, as a current Secretary of the Board of the Organic
Center, and served on the Board of Directors of the Organic Materials Review Institute and Northeast Cooperatives,
Inc, along with many involvements in the organic movement worldwide. Other members are equally experienced
and includes members from developing countries like: Roberto Ugas from Peru, Moses Kiggundu Muwanga from
Uganda, and Vanaja Ramprasad from India.
27

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IFOAM’s and its accredited certifier’s determination.29 As being the body responsible for the
OGS, its implementation is also the duty of these committees. Furthermore, due to the demandsof IFOAM members, the Good Governance Task Force was created in order to define the“Principles of Good Governance,” evaluate the internal bodies of IFOAM in order to proposechanges, and assess the governance structure and give recommendations for changes in order tomonitor and adjust the governance of IFOAM as needed.30 (Organizational Chart for IFOAM see
Appendix III). Governance is vital in assessing the credibility of the organization because itshows stakeholders in international organic agriculture that IFOAM takes its role seriously; in
addition, ensuring well implemented standards and well monitored members and certifiers
requires sound governance that keeps the organization moving forward and punishes violators.
The mere presence of good governance mechanisms distinguishes IFOAM from otherinternational NGOs.
Regional groups and interests groups formed by local IFOAM members are vital in the
structure of IFOAM; consequently, they are included in the official structure of organization andare valued by IFOAM. These provide multiple member organizations in the very large global
network a channel to make unique decisions to them and their region. These groups, on thecontrary, are not independent of IFOAM; instead, they are interdependent through the Four
Principles and the OGS set by IFOAM, and being that these standards are broad, it allows local
farmers and stakeholders to have room for specific decision making given that it doesn’t violate
IFOAM’s core principles and standards. Also, this relieves IFOAM from spending resources
unnecessarily by micro-managing every member and every country, which is a task that is

29

International Federation of Organic Agriculture Movement. Organic Guarantee System. www.ifoam.org. 18
February 2011.
30
Ibid. IFOAM Committees.

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impossible to accomplish. This organizational characteristic covers issues that are often
overlooked in large international organizations, which also adds to the credibility of IFOAM as it
is in line with the implementation of its Four Principles—mostly fairness.
Membership, as well, is valued by IFOAM, and it is open to processors, producers,
buyers, traders, consultants, retailers, researchers, certifiers or anyone involved in the organic
movement.31 This approach exhibits the true willingness of IFOAM to advance the organic
movement by not opening it up to only elites or its leadership’s circle of peers. Providing
members the opportunity to participate in the organization’s initiatives and decision making is
crucial in assessing the organization’s governance; for IFOAM, members are “able to attend
meetings [including the General Assembly meetings] and add items to the agenda…[e]ach
member casts a single vote.”32 Further, incorporation of disadvantaged stakeholders (fromdeveloping countries) into the membership, giving them the same standing as any other member,proves that IFOAM abides to its Four Principles by helping reduce poverty with over 50 percent
of membership coming from developing countries.33 The problem, nonetheless, is the manner
IFOAM’s World Board is elected by members; in turn, these elected board members are given
the task to appoint committee members from this electorate of member organizations. This
electoral system provides the board and members incentives to vote or appoint people who serve
their interest or to collude with. It is not clear to what extent this is occurring in IFOAM, but this31

International Federation of Organic Agriculture Movement. Join IFOAM!. www.ifoam.org. 18 February 2011.
One World Trust. 2008 Global Accountability Report. p. 2. One World Trust is an independent think tank that
conducts research, develops recommendations and advocates for reform to make policy and decision-making
processes in global governance more accountable. One of its main projects is the Global Accountability Report(GAR) that is an assessment of the accountability of the world’s most powerful organizations to the people theyaffect. The GAR for IFOAM analyses the organization based on transparency, participation of external stakeholders,
participation of members, evaluation, internal complaints and response, and external complaints and response.
33
Glasbergen, Pieter. “Global Action Networks: Agents for Collective Action.” Global Environmental Change.
2010. p. 133.
32

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can be a manner that the Good Governance Task Force must look at to improve the credibility of
IFOAM’s organization.

V.

Transparency
IFOAM’s credibility is highly tied to its transparency in information; although theorganizational structure can provide some ideas on how the organization’s leadership getselected, function and work with other regional and interest groups, the structure and governing
bodies (including committees, regional groups and interest groups) it does not paint a clear
picture of the mechanism in place in assuring transparency. Thus, deeper investigation of thesemechanisms available in IFOAM is necessary.
IFOAM has entrenched transparency commitments assigned to its Standards Committee
and Criteria Committee, which aim to respond to “all requests for information within two
working days”—a relatively fast response for a large organization.34 Also, IFOAM has madesure that a high-level executive will be responsible for the release of important information andall external communications, especially if it is demanded by governments, companies, countries,or the public in general. IFOAM has done this by assigning the Senior Manager for Outreach forthis valuable task to ensure transparency.35 Not only higher-positioned employees are madeaware of the organization’s commitments to transparency but also all its staff by including
trainings on these commitments.36
The independent non-profit organization, One World Trust that has been evaluating
various organizations like IFOAM, UNICEF, CARE, and Transparency International, hasranked IFOAM as number one in transparency and over-all accountability among international
34

One World Trust. 2008 Global Accountability Report. p. 1.
Ibid.
36
Ibid.
35

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non-governmental organizations (INGO) in 2008 (see Appendix VI for the results of the 2008
Global Accountability Report).37 Therefore, the transparency mechanism that IFOAM has put inplace is an indication of its serious commitment in making its organization credible, which it
continues to succeed in—this success of gaining credibility will be discussed further in terms of
its certification and monitoring system.

VI.

Funding
Just like any corporation, IFOAM publishes Annual Reports, with the latest for 2009 that

includes financial statements; more deeply, IFOAM includes the list of sponsors including theamount they donated to the organization. This is a form of transparency as discussed in theprevious section because the easy accessibility of the finances and, more importantly, of thesources of these finances help determine the credibility of the organization. Funding is very
important in both for-profit or non-profit organizations; therefore, indication of large sums of
donations coming from a party with high stakes in organic agriculture such as a large organic
farming company can be suspicious in that the non-profit monitor and verifier of organic
products have conflict of interest that will lead to favoring the certification of such a company
bypassing the proper procedures.
According to IFOAM’s 2009 Annual Report (see Appendix IV), there has been asignificant decrease in both contributions and fees, and donations leading to the deficit of€28,000 in 2009 unlike the positive €3,000 net income in 2008.38 In addition, a larger percentage
of IFOAM’s income is from projects it conducts around the world by lending its expertise in

37

One World Trust. 2008 Global Accountability Report.
http://www.oneworldtrust.org/index.php?option=com_content&view=article&id=114&Itemid=144. February 18,
2011.
38
International Federation of Organic Agriculture Movement. 2009 Annual Report. p. 16.

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consultation with governments and various smaller organizations; nevertheless, even thoughproject incomes appear to be a better source of income due to IFOAM providing services,
IFOAM or its affiliates in these projects are not clear as to the exact manner and services
IFOAM is getting paid for.39
More noticeable from the list of sponsors in the Annual Report are the large number ofsponsors, and the concentration of donors giving the highest funding from €10,000 to €250,000
is high for European organizations, except for one IFOAM subsidiary in Korea. These donors
are mostly from Netherlands, Germany and Sweden. It is questionable why these three countries
are giving large sums of money to IFOAM; more intently, this pattern can possibly show thatthese countries may have a higher stake and larger monetary resources than anyone else inEurope and the World that they are influencing IFOAM in their favor. One reason is that organic
farming land and thus sector has been one of the largest throughout Europe or it is at a significant
increase. Germany has had the second largest organic land area in Europe; also, Sweden has theone of the highest percentage of its land occupied by organic agriculture (see Appendix V for theconcentration map of Europe).40 In the case for Netherlands, the country has been experiencing
decrease in growth of its organic agriculture, so it is unclear why the country will take interest in
the IFOAM.
To assess the credibility of IFOAM, individual companies who donate must be
investigated in order to know the nature and possible motive of the companies that may be very
influential to IFOAM. The Humanist Institute for Development Cooperation (Hivos) from
Netherlands is the largest donor of €250,000. It is a Dutch non-governmental organization
operating under humanist values of human dignity and self-determination; in summary, Hivos is
39

IFOAM has several projects they are working on in conjunction with multilateral organizations such and theUnited Nations, different national governments and other stakeholders.
40
Dabbert et al. Organic Farming: Policies and Prospects. New York: 2004. pp. 10-13.

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very passionate and focused on alleviating poverty while empowering developing countries andits citizens—mission and goals parallel to that of IFOAM.41 Therefore, with a similar objective,
Hivos enhances and supports the main goals of IFOAM, and there is no apparent evidence that
Hivos has hidden agenda for its own benefit to give large sums of money to IFOAM, apart fromsupporting the ideas it also advocates. Also, there is a long list of donors from all over the world,both private, non-governmental and governmental organization, that the influence is diluted
enough to show that one organization has very little to no significant impact on the decisions andoperations of IFOAM. Nevertheless, Europe as a region dominates the donors list; thus, this may
be a source of small decrease in its credibility since IFOAM’s interest may be tied to Europe’s
interests given that it is located in Germany and many large donors come from Europe.

VII.

Certification and Third Party Certifiers

IFOAM uses a seal with its logo on it to certify that certain products are organic by
IFOAM’s definition of “organic.” The basis of the standards and certification that IFOAM
implements and abide by has recently changed in 2011; today, the IFOAM Norms—the basis of
IFOAM certification—is comprised of the IFOAM Standard (with the first draft version just
finalized on January 24, 2011), the IFOAM Standards Requirement, and the IFOAM
Accreditation Requirement (was known as Accreditation Criteria but has not changed or will nothave any change in the near future in its content).42
A. IFOAM Family of Standards and Standards Requirements
The IFOAM Family of Standards is a collaboration between IFOAM, the United Nation’s
Food and Agriculture Organization (FAO), and the United Nations Conference on Trade and41

www.hivos.nl. February 18, 2011.
International Federation of Organic Agriculture Movement. The IFOAM Norms.
http://www.ifoam.org/about_ifoam/standards/norms.html. February 18, 2011.

42

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Development (UNCTAD) for the purpose of alleviate the hindrances to organic trade and topromote harmonization of standards for organic agriculture around the world.43 The Family
Standards is an innovative tool that will “conduct equivalence assessments of eachstandard/regulation against one single international reference” called the “Common Objectives
and Requirements of Organic Standards [COROS].”44 COROS is the standards requirement thathas been approved by IFOAM members and endorsed by FAO and UNCTAD. As a result, theFamily Standards tested against the Standards Requirement will be a global defining tool forwhich regulations and standards will be filtered through to come up with a harmonizedevaluation and certification.45 The following are the included standards in the Family ofStandards:“Government organic regulations that have been fully implemented for 5 years or
more. Government organic regulations that have been officially approved as
equivalent to these. Private standards that have been assessed as compliant to
the IFOAM Basic Standards in the context of the IFOAM Accreditation Program.
Private standards and regulations that have successfully passed an equivalence
assessment against the Common Objectives and Requirements of OrganicStandards. For private standards, an application needs to be submitted to initiate
the evaluation process.”46

43

Ibid. For about two decades, the organic agriculture industry has been bogged down by the lack of cohesion instandards for organic agriculture. Especially in a highly globalized world today, it is extremely difficult for organic
producers, many of who comes from developing countries, to export and enter into markets around the world suchas the EU and US due to having to go through very different standards as products move to different countries. For
one, it is difficult for poorer organic producers and processors to divide their small resources in order to vary themethods and products they use to comply to its market share. It is very costly to the industry for these divergent andstringent standards to persist. This dilemma gave rise to the IFOAM Family of Standards
44
Ibid.
45
Ibid.
46
Ibid.

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The Family of Standards provides four different levels of certification for farmers,
operators, and other producers wanting to get certified in a global scale. First, there is thebasic Family logo containing regulations and standards that already passed anequivalence assessment against “a normative reference approved by IFOAM’s
membership.”47 Successfully gaining entrance into the Family allows standard owners—
governments, non-profit or private organizations that have a set of standards for organic
agriculture—the use of IFOAM’s Family of Standards logo and provides them theopportunity to promote their own standards to IFOAM and the international organizationsof the organic movement.48 Second, the Community of Best Practice Standards pertains
to “‘perfect’ organic farming, processing and trading,” which takes into account social,economic, environmental and cultural aspects of sustainability; consequently, thisstandard is meant for certifiers in that if they are able to pass an assessment against
determined best practices they are able to use the IFOAM Standard Leader logo that they
can use in their communication with farmers and operators giving a higher value for theirservices and ensures that a higher standards are followed (For IFOAM’s Best Practices
document, see www.ifoam.org). 49 Third, there is a more universal organic logo for
operators to use on their products; using the Global Organic Mark is based on theprecondition that these operators become certified to a standard in IFOAM’s Family ofStandards.50 Fourth, the IFOAM Standard is meant for certification bodies who then use
and abide by IFOAM’s Family of Standards instead of developing their own standards; it

47

International Federation of Organic Agriculture Movements. The IFOAM Organic Guarantee System Brochure
2011. p. 3.
48
Ibid.
49
Ibid.
50
Ibid.

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is simply an outsourcing of their certification standards to IFOAM that maintains andreviews these standards (see Appendix VII for logos).
B. Third Party Certification
1. IFOAM’s General Third Party Certification Bodies
IFOAM utilizes third party certifiers (TPC) in order to provide certification toagricultural products claiming to be organic using the new Family of Standards. Third party
verifiers of products being organic is central in the credibility of IFOAM’s seals because of their
independence, which gives weight to TPC’s reports and evaluations to the stakeholders inorganic agriculture.51 In addition, TPCs provide objectivity and transparency that can be trusted
because they are not “tied” or influenced by the organizations they are certifying. More
importantly, TPC affect the supply chain of organic agriculture in significant ways as it“reorganizes, transforms and disciplines people and things” because organic producers would
want entrance into the organic market, but they cannot gain access to it apart from TPCs.52
Moreover, consumers rely heavily on TPCs to do the investigation and gather information todifferentiate organic from non-organic products, so it this regard, consumers are highly
dependent on TPCs.
For this reason, IFOAM uses third party certifiers that not only improves the credibilityof the IFOAM seals but is more cost efficient for IFOAM that supporting its own certificationbody (saving on travel expenses and cost of operating in various countries with different
regulations). The extensive list of third party certification bodies are provided in IFOAM’s
website separated by region. Availability of this list shows how IFOAM supports third party
certification bodies.

51
52

Hatanaka, et al. “Third-party Certification in the Global Agrifood System.” Food Policy. 2005. p. 355.
Ibid.

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The general IFOAM certification process is outlaid by IFOAM for the certification
bodies to abide to. The road to certification of organic products begins with applicants providing
adequate information and documentation on the organic standards they use in production alongwith support for their compliance to these specific standards.53 Information must include thescope of desired certification and enough information on the production system of theapplicant.54 Fees are also required for the certification. Documentations to be submitted include
signed forms from applicant that commits them to the obligations of being certified under
IFOAM. Next, the accredited certification body ensures that the information and documents arecomplete, and upon this determination, a review process of the application materials will be
initiated. A crucial point of the process is determining who the inspector will be: caution is takenby the CBs in that they do not assign anyone that could possibly have a conflict of interest;
moreover, the inspector is only assigned for up to 4 consecutive years to maintain familiarity
with each applicant while avoiding the entrenchment of loyalty to certified operators andproducers.
Subsequently, the visit will be consisted of a thorough evaluation of the applicant
organization. As routine inspection must include the following at the minimum:
1. Assessment of production or processing system of operator by means ofvisits to facilities, fields, and storage units;
2. Verification of the most recent information provided to the certificationbody by the operator;
3. Identification and investigation of areas of risk;
4. Review of records and accounts;
5. Production/sales reconciliation on farms;
Guidance: At least every 3 years this shall be a comprehensive
check.

53

International Federation of Organic Agriculture Movement. The IFOAM Accreditation Criteria for Bodies
Certifying Organic Production and Processing.. 2005 Version.
http://www.ifoam.org/about_ifoam/standards/norms/norm_documents_library/IAC_20090113.pdf.
54
Ibid. p. 31.

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6. An input/output reconciliation and trace back audit in processing andhandling;
7. Interviews with responsible persons including an exit interview;
Guidance: The exit interview shall include findings of nonconformities made during the inspection.
8. Verification that changes that have taken place in the standards andrequirements of the certification body have been effectively implemented
by the operator;
9. Residue sampling in accordance with the certification body’s samplingpolicy;10. Verification that previously imposed conditions have been fulfilled.55
Not only does the CB inspector focus on the organic segment of the organization being inspected
but also the non-organic portion of it in order to have an complete evaluation of the organization.
What is more, biological sampling and testing are conducted where appropriate in order toensure of the organic nature of the agricultural products.56 After the visit, a comprehensive
report will be made by the CB with supporting documentation and rationalization of its decisions
and recommendations. The applicants’ claims of being organic will be thoroughly assessed
based on the IFOAM Norms, for which they are applying for. Also, reports will contain the riskof the applicants in losing the organic integrity.57
Monitoring is comprised of annual surveillance that a new applicant must have as well as
existing certified farmers, producer and operators at least annually. Frequency can be higher for
those determined by the CB by risk analysis to have poorer compliance. Although thesesurveillances will be known in advance, the schedule will not be the same every year in order togive the CB a more accurate view of the organizations throughout the year. The mechanism that
increases the credibility of monitoring done by CBs for IFOAM are the unannounced
inspections. Every CB is required to have a documented policy of unannounced inspections inthat five percent of certified operators must be subject to these visits when they are determined to55

Ibid. p. 32.
Ibid.
57
Ibid. p. 34.
56

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be “risky” or being incompliant; further, five percent of certified operators must be inspected at
random .58 Unannounced inspections are originally defined to have no forewarning to theindividuals or organizations being inspected; nonetheless, IFOAM allows for an alternative
definition of a warning that is not too long to allow the masking of non-conformities.59
IFOAM uses third party certification bodies to ensure that independence will make thecertification process credible, and this approach has been successful in improving the credibilityof the IFOAM certification as IFOAM is known for its credibility and transparency. The
certification process is also very transparent in that applicants and certified operators are
published in one of IFOAM’s publication or its website. Reports of the inspections done by the
CBs are made known and explained to all applicants and existing certified operators, and denial
or withdrawal of certification is explained thoroughly with adequate evidence for the CB’s
decision. Given that IFOAM’s CBs are scattered around the world, it is difficult for IFOAM tomonitor and ensure that CBs are complying with the IFOAM Family of Standards; as a solution,
IFOAM has Accreditation Requirement through an independent body, the International Organic
Accreditation Service Inc., which monitors and implement the Accreditation Requirements on
CBs.
2. Participatory Guarantee System
Since IFOAM is large and highly focused on the global organic movement, the smaller
local farmers and consumers are often left out. As a resolution, IFOAM has established theParticipatory Guarantee System (PGS) that is also another form of certification in a smaller andlocal setting. PGS around the world are a set of guarantee for consumers wanting to buy organic
agricultural products in smaller communities. A distinct characteristic of PGS is that the

58
59

Ibid. p. 40.
Ibid. p. 41.

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standards, although conform to IFOAM’s broad Four Principles of Organic Agriculture, aredetermined by a cooperation between local farmers and consumers; thus, the system is built on
relational trust within the community60 What is more, the PGS aims at providing direct market
access for small local farmers to local consumers. The argument for PGS is that the stakeholders
are the actors deciding and developing the guarantee; for example, consumers are calling theshots on the specifics of what should be included in the standards for certification, and thefarmers are able to share their inputs to improve farming toward a community-based organic
movement. Due to the stakeholders being in control, they are more inclined to make the system
work and to monitor farmers since their interests are at stake; this is also similar for the farmers,
whose source of living is at stake if they deviate from the standards.
C. Accreditation Process
Another important component of IFOAM’s OGS is its Accreditation Program,which is centered on providing orderly trade of organic agriculture products; therefore, it
is a program useful for certifiers as well as importers, exporters and producers.61 More
importantly, the direct audience of the Accreditation Program are certifying bodies
around the world through which these certifiers are assessed against the IFOAM
international norms that includes the Family of Standards but also the Accreditation
Requirements. IFOAM Accreditation is awarded to certifiers that apply standards
meeting IFOAM’s basic Family of Standards and that demonstrate compliance with theAccreditation Requirements.62

60

International Federation of Organic Agriculture Movement. Participatory Guarantee System: Shared Vision,
Shared Ideals.
61
International Federation of Organic Agriculture Movement. The IFOAM Accreditation Program
http://www.ifoam.org/about_ifoam/standards/accreditation.html. February 19, 2011.
62
Ibid.

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IFOAM has partnered with the International Organic Accreditation Service Inc.
(IOAS) to “accept and review accreditation applications, conducts site evaluations, andgrants IFOAM accreditation to complaint applicants.”63 IOAS is an independent
organization and is not a legal part of IFOAM; instead, it is a legal body under the lawsof the United States where it is based. Furthermore, IOAS is a hired body that handles
the accreditation requirements portion of the OGS. Although it is independent, it remains
to be an essential component of OGS.
IOAS is also a non-profit organization with the objective of supporting andadvocating for the continued growth of organic market share through increasing thecredibility of the organic standards (both nationally and internationally) by building a
respected and transparent assessment system.64 IOAS is quite small to be the soleaccreditation body for IFOAM, comprising of seven staff members located in fivedifferent countries. However, it has a seven to eight membered board coming from agood mix of countries similar to that of the IFOAM World Board.65 Moreover, an
Accreditation Committee is established that is responsible for deciding on accreditations.
Their services are given with a fee to applicants; as a result, IOAS “is self-financed, 85%
of which comes from accreditation and assessment services.66 The accreditation services
offered by IOAS are not exclusive to IFOAM Norms, but it assesses accreditation against
various other standards such as the ISO/IEC Guide 65, European Recognition
Programme, Canada Organic Regime, and other textile standards.67

63

Ibid.
International Organic Accreditation Service Inc. Who We Are. http://www.ioas.org/who.htm. February 19, 2011.
65
Ibid.
66
Ibid.
67
International Organic Accreditation Service Inc. Accreditation. http://www.ioas.org/accredit.htm. February 19,
2011.
64

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1.

Pre-application
The pre-application period is the most time-consuming for applicant certification bodies(CB) due to the time it will take to gather information, fill-out application forms and translation.
During this period, the applicant CB first requests the information pack depending on theaccreditation or assessments required.68 After receiving the application pack from IOAS, the CB
will gather all necessary documentation and complete the application forms with the surveillance
contract signed; then, it will be sent to IOAS with the application fee.69 Many times there will be
documents that are not available; IOAS does not base denial on missing documents as it will
depend on the importance or the documents missing and the rest of the application.
Upon the receipt of the application IOAS will screen the documents and a client Manager(CM) will be assigned. If the CM finds missing information or documents, or unclear
information, the CB will be contacted for more information or documents, or clarification.70
Moreover, for IFOAM Accreditation, the process starts with IOAS ensuring that the certificationbody have its own organic standards or are able to use standards from another organization—thisrequirement is very unique to the IFOAM Accreditation.71 The screening process is estimated totake two to three months given that all the necessary information and documents are madeavailable.
2. After the Screening
68

International Organic Accreditation Service Inc. IOAS Accreditation and Assessment Section 3 – Application
Pack- Application Information. p. 1.
69
Ibid.
70
Ibid. p. 2.
71
International Organic Accreditation Service Inc. IFOAM Accreditation. http://www.ioas.org/iap.htm. February 19,
2011. The IFOAM accreditation is not the only accreditation program or standards in the world or the localities
where farmers, operators and producers are located. However, IFOAM is a large and well recognized organizationthat is focused and appeals to an international capacity; thus, IFOAM Accreditation of certifiers through IOAS is
crucial to those wanting to capture and target a global market. This is becoming the trend due to increase in
Globalization. Also, over 50 percent of organic agriculture comes from developing countries while the market of
consumers are located in developed countries; consequently, import and export is the direction of the organic
movement.

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The screening results are divided into the screening report and a list of non-compliances;in more detail, “the non-compliances list is subdivided into Nonconformities (NCs), Deficiencies(Ds) and requests for More Information (MIs),” which the CB must make the necessary
corrective actions to resolve nonconformities and provide missing information.72 The
corrections are not focused on attaining zero non-compliances; for instance, CBs having morethan 25 of these are required to reduce them to 25. Thus, the corrections are not as stringent byrequiring perfect compliance with IFOAM Norms. The time limit for all the necessary fixes andresponses is three months, and failure to do so will result in a denial.73 This provides adequate
time for CBs to resolve the problems in order to get accredited; in addition, the time of preapplication is being encouraged by IOAS for CBs to take advantage of by making sure that
documentations and information are provided. After corrections and information are corrected
and re-submitted, IOAS again reviews the corrective actions, if these are satisfactory a visit will
be scheduled, and if not, denial will be issued.74
3. Site Visit
Upon finding that the CB actually pass the screening and review of re-submitted
corrections and information, IOAS sends an evaluation visit plan including “the name(s) ofevaluator(s), a proposed visit schedule and cost…estimate of the evaluation costs is made and an
invoice for 70% of these is sent to CB” to be paid before the visit.75 30% of the payment iscollected after the site visit and the report has been made and corrections are made by the CB.
Evaluation details and costs must be agreed by CB; thus, delays on the part of the CB will mean

72

International Organic Accreditation Service Inc. IOAS Accreditation and Assessment Section 3 – Application
Pack- Application Information. p. 2.
73
Ibid.
74
Ibid. p. 1.
75
Ibid.

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more time of them not being accredited and the process being in limbo, increasing its cost.76 The
entire process without delays takes about one month.
The visit itself may be rescheduled due to peak work periods, but IOAS strongly
discourages too many delays “to avoid the screening report becoming out of date.”77 During thevisit senior personnel are interviewed, general files are reviewed, operator files are reviewed andoperators are visited.78 Additionally, one complete inspection of the site and its operations isconducted by IOAS inspectors through a “witness audit”—accompanied observation of theprocess; further, multiple “review audits” will also be conducted for farms and handlers forreconciliation of witness audit with all inspection reports.79
Due to the cost being on the shoulder of the CB, there is an incentive for it to put on its
best behavior especially with a scheduled time and date for the visit. Furthermore, theevaluator(s) or IOAS will have the incentive to approve the accreditation only based on the factthat the source of IOAS’s funding are its clients—the certification bodies. On the other hand,
this conflict of interest can be resolved by the timing of payment since the payment will becollected before the visit and cannot be returned. The fact that a large portion of the money isalready in the hands of IOAS diminishes its influence of the evaluation visit. IOAS will wantmore applications, and this is in contrast with the theory that evaluators will try to please CBs.
4. After the Visit
Based on the visit, a report will be developed that will evaluated the CB and include a listof non-compliances, similar to that of the initial review of the application. Consequently, the CB
will be given the chance to make corrections in order to comply with the IFOAM Norms before

76

Ibid.
Ibid. p. 3.
78
Ibid.
79
Ibid.
77

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being accredited. The same less stringent standards for the application process are in place forthis part of the accreditation process. Another three months are provided for the CB to make thenecessary fixes. On the other hand, if there are “significant failings in performance,” IOAS canchoose to schedule another short visit in order to ensure that the significant failings have beenaddressed.80 By using this strategy, IOAS is being efficient in that they do not conduct re-visitsof all CBs that have non-compliances because this will bring unnecessary costs; on the other
hand, it focuses on the corrections of failures that were unacceptable and in contrast to the
IFOAM Norms.
5. Surveillance and Accreditation Contracts
Successful accreditation by IOAS does not free CBs from monitoring in order to keep
their IFOAM Accreditation. IOAS issues a surveillance or accreditation contract, which will
include other deficiencies waiting to be corrected—accreditation conditions.81 Imposing acontract with attached conditions to the IFOAM Accreditation binds the CBs to the Norms theyneed to comply with; henceforth, this mechanism implemented by IOAS helps ensure that CBs
cannot escape the standards and must make the corrections in its deficiencies and noncompliances. Also, this will make CBs think twice about accepting the contract withaccreditation conditions due to its binding nature; on the other hand, it will serve as a filter oforganizations truly committed to the international organic agriculture getting IFOAM
Accreditation. IOAS, also, takes into account the unique circumstances of organizations incertain regions or programs; consequently, it allows for CBs to present their case right after
notice of non-compliance, not during the effectiveness of the contract.82

80

Ibid. p. 4.
Ibid. p. 4.
82
Ibid.
81

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6. Annual Returns and Surveillance
In addition, ongoing monitoring is included in the IFOAM Accreditation, which isenforced by IOAS. This is comprised of annual return that mandates CBs to report all changes
since the prior year; in order to make the process more efficient, IOAS sends detailed
instructions to the CBs before the surveillance visit is due. IOAS does not constrict the visits toone a year in order to save on money (though efficiency is always a factor of operations); in fact,
IOAS conducts another surveillance visit as it is called for; a case-by-case basis is used in
conducting more surveillance visits.83 At some visits, IOAS inspectors require CBs to submit
documentations of their compliance with the deficiencies and non-compliances they are
responsible for as indicated in the contract.
Throughout the entire process, flexibility is an important characteristic for IOAS as it isfor IFOAM because both organizations understand the difficulty of serving a global organic
agriculture industry. A large asymmetry of documentation, information, standards andregulations is the reality of the environment IOAS and IFOAM are operating under.
Nevertheless, since the IFOAM Norms are based on broader principles and the Family Standards
that incorporates multiple standards into one, flexibility in accreditation still has a set of broader
but well-defined foundation. Furthermore, having mechanisms such as contract, visits andsurveillance adds credibility to the accreditation process, certification bodies and thus to the
IFOAM certification.

VIII. Challenges
IFOAM faces some challenges in the its credibility, which is very crucial in achieving its
goal of becoming the international leader in harmonizing organic standards and expanding the
83

Ibid.

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organic agriculture market around the world. One of its largest challenges is the sources of its
funding coming from Europe. Because Europe has relatively one of the largest market fororganic agriculture including one of the largest percentage of land attributed to organic farming,
it has a large stake in organic agriculture; therefore, IFOAM accepting large amounts of moneyfrom the European Union and other organizations, both private and non-profit, politicizes the
IFOAM. This is a serious threat to its credibility especially since it claims that it is being fair byproviding equal opportunity or slice of the market to farmers, producers and distributors indeveloping countries. However, IFOAM has a larger portion of its funding coming from its
experts’ consultant works. This alternative source of income can be a way for IFOAM tostrengthen and reduce the threat to its credibility. IFOAM should focus on increasing consultant
income to be more independent of European or any other interest groups.
Another challenge for IFOAM is its accreditation process, more specifically the decision
to grant accreditation to a certifying body. IOAS grants conditional accreditation by giving theoption for certifying bodies to sign an accreditation contract with conditions attached. Although
the conditions allow for strings to be attached to conditional accreditation, the resolution andfollow-up of the fulfillment of these conditions are not outlined by IFOAM. No exact timeline isgiven or set by IOAS in which the conditions must be met. Indeed, the flexibility of IFOAM and
IOAS in accreditation is a challenge to IFOAM’s credibility since flexibility can be abused.
Moreover, certifying bodies with conditional accreditation can operate and provide certificationof products and facilities within the time frame of their conditional accreditation, and theseproducts can be well in the market with IFOAM seals when the certifying body’s compliance isquestionable.

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IX.

Conclusion
This study of the International Federation of Organic Agriculture Movement (IFOAM)

has shown that the organization has and remains to be driven by the increasing interest anddemand for organic farming. In addition, as the market for organic products increase globally atsuch a fast pace, the very core Principles of Organic Agriculture are being threatened; thus, it is
crucial for an organization to step in and provide a credible guarantee to consumers andproducers (both in developed and developing countries) that the organic agriculture is remainingtrue and can expand in the future. IFOAM has taken this role since its inception in 1972.
Nevertheless, the credibility of IFOAM is assessed in this analysis to determine if theorganization is able to meet the needs of consumers and producers.
In general, IFOAM proves its implementation of standards and certification of members
and third-party certifiers to be credible; however, there are a couple of challenges to theorganization that poses a threat to its credibility. IFOAM has been able to devise a definition of“organic” and a set of international standards that came from various stakeholders in organic
agriculture, which proves its ability and willingness to consolidate an effective framework for the
movement. Moreover, the structure and leadership of IFOAM also ensure that there are equal
representation of interests by all stakeholders as well as good governance that can oversee
implementation and monitoring including punishment of violations. IFOAM is also transparent
in its activities including funding, which is definitely essential in its credibility. The monitoring
system and delegation of authority from the headquarters, IOAS, third-party certifiers and local
participatory guarantee systems shows a system of accountable monitoring that is not without
flaw but is detailed and stringent enough.

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Nevertheless, the challenges remains evident that the flexibility of IFOAM in its efforts
to accommodate can serve as a compromise to its credibility as seen in the IOAS conditional
accreditation provisions. Another challenge is the politicization of the source of funding comingfrom Europe including the European Union. As the positive mechanisms and activities with thechallenges analyzed, IFOAM remains to be credible as an international instrument for theadvancement of the international organic movement. IFOAM will continue to be a leader in thisarea, and its accreditation and certification valued. With this argument, IFOAM must address
the two main challenges and threat to its credibility in implementation of international organic
standards and credibility in monitoring. A consequence of this failure is the halt of organic
agriculture’s harmonization and expansion worldwide.

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X.

Discussion Questions:

1. What or who is driving IFOAM to increase its credibility?
2. Why is credibility important for IFOAM? How did IFOAM establish its credibility andwhat is different today for it to continue to keep or re-establish its credibility? Having
established a good reputation as it won the number one spot in One World Trust’s 2008
Global Accountability Report, do you think IFOAM still needs to work on maintaining
reputation?
3. Does the democratic-like structure of governance of IFOAM truly add to its credibility as
an international non-profit organization? Are there other forms of structure that would
improve IFOAM’s current structure its goals and monitoring to gain more credibility?
4. Do you think IFOAM is making an effort to be more transparent? What kind of
information that it releases to the public signals this effort?
5. Why is funding important in assessing the puzzle of credibility of IFOAM? Does thesources of funding matter for IFOAM? Do you think that with a large portion of the
donations coming from Europe, IFOAM is politicized?
6. To what extent should IFOAM filter the donations it gets when it is a large organization
with an ambitious task? Should it prioritize efficiency or credibility? How can IFOAM
improve its credibility by restructuring its funding sources?
7. Do you think the IOAS has significant influence on the credibility of IFOAM? Does thefact that it used to be an entity belonging to IFOAM make it incapable of being truly
independent? Are its accreditations, then, not credible?
8. Are the monitoring mechanism of IFOAM and IOAS strong enough to keep track ofevery aspect of compliance by IFOAM’s affiliates? What would you add or take away tomake it more effective?
9. Competition is often a good measure of credibility. IOAS also accredits for otherstandards worldwide, does this help IFOAM in that it uses an organization that is
involved with other standards? Does this lessen the connection between IFOAM and
IOAS?
10. What is unique about the IFOAM/IOAS monitoring of certifying bodies and members?
What makes it more and/or less credible?
11. Are the challenges faced by IFOAM significant threats to its credibility and theachievement of its goals? Why or why not?

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XI.

APPENDICESAPPENDIX I

Source: Dabbert et al. Organic Farming: Policies and Prospects. New York: 2004.

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APPENDIX III

IFOAM Organizational Chart from www.ifoam.org.

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Appendix IV
Financial Summary of Income Statement, Balance Sheet and Donors List
(from IFOAM 2009 Annual Report)

Source: International Federation of Organic Agriculture Movement. 2009 Annual Report.

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Appendix V

Source: Dabbert et al. Organic Farming: Policies and Prospects. New York: 2004.

Appendix VI
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Source: One World Trust Website. www.oneworldtrust.org.

Source: 2008 Global Accountability Report.
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Appendix VII
New OGS: The Family of Standards

Source: IFOAM’s New OGS Brochure. www.ifoam.org.

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Appendix VII

41