May/June 2024 - 21

BUSINESS MATTERS
* How does an off-farm relative enter the operation?
Are there prerequisites like a set number of years of
educational study (university or trade school), or a
requirement to be employed for a specific number of
years elsewhere to gain experience and perspective?
* Will there be a probationary period?
* Will the new employee rotate among different areas of the
operation (field, shop, office and perhaps the packing shed
or the transportation arm) to understand the " big picture? "
* What are the expectations for working hours,
compensation, vacations and benefits?
* What ongoing professional development will be
required? What is the involvement with state and
national crop associations?
* What steps are required to advance to a management
position?
* What is required to become an equity owner? For
example, some operations require a pre- or post-nuptial
agreement to be in place to prevent ownership flowing
outside the family. Others require the family member
to successfully farm a portion of the operation before
becoming a co-owner of the entire operation.
When conflict arises over employment, management or
ownership, the written policies can reassure the family
member and spouse that this is the policy agreed to by the
entire family, and that decisions are not personal.
Regularly scheduled meetings
Many farmers can be described as " rugged individuals. "
Sometimes that means they don't communicate as well as they
should. We frequently have younger members of the family
tell us, " We have no idea what Dad's plans may be! " Sadly,
this lack of communication can dampen the next generation's
enthusiasm and allow misconceptions and conflict to fester.
Regularly scheduled, mandatory meetings are a great tool
to nip these issues in the bud. Best practices to improve your
succession plans include:
Weekly operational meetings
These provide an update on what is happening across the
operation, the tasks and priorities that need to be addressed
this week, and who is responsible for completing them. Life
gets in the way of a good plan every day, so resources need
to be allocated to the items that did not get completed the
prior week. They should also address how farm labor will
be allocated, so different managers know the resources they
will have available.
Quarterly planning meetings
These will address longer term issues, such as crop
planting plans, land acquisition and financing, irrigation and
fertigation, manpower needs, equipment purchases and tax
planning. All family members should attend these meetings
to help avoid misconceptions about the operation's direction.
NATIONALNUTGROWER.COM 21
https://aquaspy.com/climate-smart-agriculture-tips-for-produce-growers/ http://www.NATIONALNUTGROWER.COM
May/June 2024

Table of Contents for the Digital Edition of May/June 2024
