A wide variety of financing options across the capital continuum are available to assist with the capital needs of Vermont’s food system businesses. However, navigating through the multitude of financing options can be overwhelming. In response to the need to help businesses better understand and navigate the variety of financing options available to them, the Financing Cross-Cutting Team of the Farm to Plate Network created a series of case studies based on types of financing used by Vermont food businesses. The case studies cover convertible debt (High Mowing Organic Seeds), farmland financing (Bread & Butter Farm), and royalty financing (Liz Lovely).
A wide variety of financing options across the capital continuum are available to assist with the capital needs of Vermont’s food system businesses. However, navigating through the multitude of financing options can be overwhelming. In response to the need to help businesses better understand and navigate the variety of financing options available to them, the Financing Cross-Cutting Team of the Farm to Plate Network convened a series of panels that illuminated financing options that different food system businesses have used—High Mowing Organic Seeds and convertible debt, Bread & Butter Farm and a complex farmland deal, Liz Lovely and royalty financing, and Aqua Vitae and convertible debt. The second financing case study, Complex Dough, focuses on the land deal that enabled Bread & Butter Farm to purchase a conserved farm in Chittenden County. Nearly a dozen organizations and more than 25 individuals were involved, including a statewide land trust, a local land trust, two municipalities, an agricultural lender, a foundation, an angel investor, CSA members, and nonprofits. Although this particular patchwork quilt of financing sources was unique to Bread & Butter Farm, the fact is that new farm ventures in Vermont must often pull together a variety of financing sources, particularly if the purchase…
A collection of resources detailing how to plan for land management, and land and business succession strategies, to ensure a smooth transition from one owner to the next.
At the point of farm transfer there is a risk that viable farm businesses can be lost or the farm can be converted to non-agricultural uses if careful planning decisions are not made well in advance. Actions must be taken to facilitate the continuation of the farm business or provide for the farmland to be kept in agricultural production. This resource is a set of guidelines to ensure a smooth transfer.
Farm Transfer and Succession Successful Farm Transfer Planning for Farmers Without an Identified Successor
Focusing on topics such as: • Assessing your unique situation, goals and values regarding the future of your farm. • Clarifying your offer to a non-family successor. • Family decision-making and harmony. • Finding and bringing on a successor.
This publication is for the next generation. We will present the issues from the perspective of the incoming farmer and offer suggestions and strategies to enhance that generation’s chances for a successful transfer of the farm business. We believe that service providers and the senior generation will find the material in this guide useful, too.
America’s farmers are aging. Not all farmers have family members willing to operate the family farm, leaving them searching for creative ways to transition off the farm, but ensure its continued success. One of these ways is through land use tools, specifically Accessory Dwelling Units. This paper examines the different tools and how they’ve been implemented across the country, and locally.
A 2018 Exploration of the Future of Vermont Agriculture: Ideas to Seed a Conversation and a Call to Action
"A 2018 Exploration of the Future of Vermont Agriculture” is an attempt to capture an assessment that emerged from several conversations amongst a small group of organizations grappling with how to respond to ongoing negative trends in Vermont agriculture. The hope for this report is that it will serve as a launching point for any number of conversations across the state. In summary, the analysis of the report is that a variety of factors are combining that threaten Vermont’s economy, community, and culture. We see existing activities (e.g., land conservation easements and technical assistance) as highly valuable, but not sufficient to fully address anticipated trends. Therefore, we believe new approaches must be identified, evaluated, and implemented, in addition to sufficiently investing in existing high-impact approaches. We invite feedback on how to undertake such a process, and how to fund, administer, and coordinate implementation across our networks.
This Takeaways document outlines a range of Sticking Points and Solutions, as well as next steps regarding further outreach to key stakeholders. It is one of a series of outputs from the Crosscutting Team coming out of the Farm Transfers Convening.
In 2020, Farm to Plate will undertake a stakeholder engagement process to further refine and prioritize strategies and recommendations to develop a shared vision for the Farm to Plate 2.0 Strategic Plan. A list of high priority recommendations identified through the stakeholder process will be completed by September 2020, with results shared at the 2020 Farm to Plate Network Annual Gathering. The final synthesized report, with high priority strategies, recommendations, and vision statement, will be delivered to the Legislature January 2021 to officially commence Farm to Plate’s next 10-year cycle.