When farm operators fail to plan for the transfer of assets and management to the next generation, it exposes their business to human, financial and legal risks that can threaten farm viability. However, less than one third of U.S. farms have a succession plan in place (Harris and Mishra, 2016). Despite survey data and anecdotal evidence documenting a need for succession planning, our team has struggled to generate enough farmer demand to run an educational workshop on this topic.
To better understand farmer educational needs and preferences in relation to succession planning, our team submitted a proposal for a CALS Summer Internship position. Our proposal was accepted, and CALS student Carolyn Wright joined us in June for a 11-week internship placement. Carolyn led the designing and implementation of a needs assessment with dairy farms.
After educating herself about needs assessment methods, Carolyn interviewed seven agricultural service providers with succession planning expertise. She also interviewed five farm families that had participated in a 2015 succession planning workshop series hosted by our team. We used the information gathered from these preliminary interviews to develop focus group questions and activities.
Carolyn and Mary Kate facilitated two focus groups in July, one for junior operators and another for senior operators. We had low attendance at our focus groups due to conflicts with forage harvest, so Carolyn completed follow-up interviews with interested farms that were not able to attend the focus group meetings.
Figure 1. Needs Assessment Methods
An analysis of the interview and focus group data produced six themes for extension educators to consider when developing programs or creating resources to educate farm families about succession planning topics:
- Offer timely access to critical information. Succession planning is a complex process that involves a lot of big decisions over an extended period time. Farmers need access to relevant information when they are ready to make a decision, not 6 months before or after the decision is made. Programs that make information available when farmers need it can improve and accelerate the decision making process.
- Provide clear, achievable steps. The complexity and length of the succession planning process can be overwhelming to many people. Programs that break the process down into smaller steps can help farm families focus energy and resources to accomplish one goal before proceeding to the next. Checklists or other resources that farms can use to track their progress can provide structure and motivation.
- Support peer-to-peer learning. Farmers have exceptional observational skills, and they and excel at learning from their neighbors. However, unlike many production practices, succession planning is relatively private and takes place behind closed doors. Highlighting examples of succession planning successes and failures can help farmers to envision possible business decisions, outcomes, and risks. Programs that encourage peer-to-peer learning can enhance farmer learning while providing added encouragement and accountability.
- Build trust and cultivate relationships. Succession planning typically involves a team of outside professionals working with the farm to create a plan that aligns with the farm’s vision. Farmers need access to trusted advisors who have experience working with agricultural businesses. Programs that introduce famers to local service providers can help farmers get to know and evaluate professionals in their area.
- Incorporate succession planning into existing extension programing. While most farm operators can benefit from succession planning education early and often, few prioritize it over other production topics. Incorporating business management and succession planning topics into existing extension programs can expose a wider audience to these important topics.
- Recognize the value of facilitation. Lack of information is not the only barrier that prevents farms from implementing succession plans. Succession planning takes time, effort, organization, and lots of family communication about sensitive topics. Bringing in a neutral party to facilitate conversations, meetings, or an extended planning process may help farms overcome barriers to action.
While Carolyn has returned to campus to begin her fall semester, Mary Kate is building on her work to develop a proposal to fund a succession planning program in 2021. The proposal will incorporate the six considerations listed above in an innovative cohort-based model that will combine online and in-person learning over a 12-month period. Through the proposed cohort-based model, we expect farms will achieve measurable outcomes and make progress in multiple areas of succession planning.
Figure 2: According to USDA census data, 61% of farm operators in the SCNY region are 55 years of age or older.
