BFRDP Projects

Area 1: Create a national peer network that develops, provides, and facilitates access to, training, education, internships, mentorships, jobs, financial and market opportunities for beginning farmer veterans (70% of project effort). We will combine new small scale livestock production and business planning materials with existing core tools previously created through Risk Management Agency grants known as the One Page Business/Financial Plan, One Page Monthly Cash Flow Budget, and One Page Risk Management Plan. These tools will be adapted to explain small scale pork and pastured poultry production business, small scale honeybee, grass fed beef, lamb, goat and vegetable business models. 

Area 2: Provide twenty seven workshops focused on small scale livestock and vegetable production supported by on-going case management services for attendees. (30% of project effort). We will incorporate the new training materials into twenty seven workshops (at least twenty two of which will be on-farm and hosted by FVC beginning farmer veterans) that target these farmer veterans and their specific livestock, provide regional training platforms for them to gather and learn from each other, and assist them in refining their own financial, production, risk management and business plans. Additionally, all workshop attendees will receive on-going comprehensive, individualized capacity development assistance using a case management model in which individual needs, assessments, and development plans, guide the provision of subsequent services, training, referrals and linkages to resources. 

Six of the twenty seven workshops will be specifically focused on developing, supporting and educating women farmer veterans on the production, financial and risk management components of small scale livestock/vegetable operations. Additional emphasis will be placed on developing, integrating and utilizing local networking and supportive resources for women such as the FVC Veteran Peer Farmer Network.

As the numbers of beginning farm and ranch women has increased there has been a corresponding increase in programs providing education and technical assistance to them. While these programs have developed tools and curricula for addressing the learning needs of beginning farmers there remain many areas of the country where women farmers are still chronically underserved. In addition, while many tools, assessments and curricula are available there is no central repository for these materials. Nor is there a typology, or catalog, that can be used to determine which materials would be most useful given the needs of a specific target audience.

The goal of this project is to assemble a national learning network to evaluate existing curricula and materials targeting beginning farm and ranch women of all ages, ethnicity, and agricultural production interests. Content teams will identify information gaps; develop corresponding learning modules, and train peers and colleagues in their delivery and evaluation. Our project focuses on subjects of special importance to beginning farm and ranch women: legal issues; business scale and profitability; farm safety, mechanization and ergonomics; land access, transfer and stewardship; and management. A virtual learning network will provide educators and agricultural technical assistance providers with evidence-based information regarding women’s learning preferences, peer-reviewed training materials, evaluation tools, and mentoring from colleagues experienced in working with women farmers and ranchers.
We will partner with the BFRDP Clearinghouse and the eXtension Women in Ag Learning Network to determine the most effective way to house the typology of available materials.  

Access to land is one of the biggest challenges for beginning farmers in New England. The long-term goal of this project is for more New England beginning farmers to successfully access land to farm in order to start or expand their farm business. Land For Good, its partners and a broad range of collaborators will enable over 2,000 beginning farmers to access land or achieve more secure tenure. Our goals are: beginning farmers are better prepared to access land to farm; more farms are transferred by exiting farmers to beginning farmers; beginning farmers find and evaluate farm properties and connect with landowners; professionals and beginning farmers have new information about innovative access approaches and methods; and stronger programs help beginning farmers access land and improve the conditions for farmland access in New England.

Coordinated teams and task forces will produce curricula and conduct educational activities such as workshops, a multi-session Succession School, and leasing clinics. LFG will “coach” farm seekers and transitioning farmers. We will improve farm link programs and increase their use. We will produce new tools including an online “build-a-lease” and model legal language for farmland-related transactions. We will promote transfers between farmers without identified successors and beginning farmers. Experts will investigate innovative and best practices, including alternative land financing and affordable farmer housing. We will build capacity in each New England state to better serve and support beginning and transitioning farmers around land access and transfer. A national conference in 2017 will share learnings and build land access and transfer programs to help beginning farmers access land in all regions.

To increase the number and enhance the success of Native Hawaiian agroforesters in
order to grow new agroforestry projects and improve resource management of existing projects.
This project increases economic opportunity, food security and cultural connection to the forest
in the Native Hawaiian community of Maui.

Abbreviated objectives are: 1) Train 150 new and beginning Native Hawaiian farmers in
agroforestry; 2) Engage 30 new Native Hawaiian youth in agroforestry as a career path; 3)
Enhance the success of 50 beginning agroforesters; 4) Facilitate 20 new farmers in designing an
agroforestry/native reforestation project; 5) Establish a demonstration farm cultivated by 100
new Native Hawaiian farmers; 6) Provide land to 2 Native Hawaiian farmers to cultivate native
crops and enter markets; 7) Develop 10 new markets for agroforestry cultural crops.

To accomplish the goal we will conduct monthly classroom and hands-on workshops for three
years, which are culturally appropriate and targeted at Native Hawaiian adults and youth.
We will establish a new training program aimed at growing new agroforestry farmers (forest management and crop farming practices) and natural resource managers.

Based in Fairfax County, Virginia, but pulling on expertise and farms across Northern and Central Virginia and the National Capital Region, Arcadia's Veteran Farmer Program will bring together regional nonprofits, agricultural organizations, veterans, and experienced farmers - including veterans who have made a successful transition to farming - to create a multi-layered farmer training and development program to launch veterans into careers in agriculture. This thoughtful, practical program will increase the number of veteran farmers in Virginia and the number of farmers overall, and will increase the likelihood of their success by providing them with farming skills; business development and management training; and ongoing technical support. This program will also provide continued support as Trainees launch their agricultural careers with ongoing mentorships from the business, agricultural, and veteran communities. In the years beyond this project period, Arcadia's Veteran Farmer Program will provide program participants, and graduates, ongoing assistance with identification and acquisition of land and assured albeit optional wholesale market opportunities.

The goal of Arcadia's Veteran Farmer Program is to increase the number of military veterans operating new, successful farm operations in the Washington, D.C. region. Our program will focus on current military members and veterans of the armed forces with a 10-year goal to offer training to 150 potential veteran farmers via our two training tracks (combined), with the intention of producing 50 new farmers operating businesses within 125 miles of Washington D.C.

This project will develop a Clearinghouse that will help beginning farmers and ranchers be more successful. The Clearinghouse will assemble educational materials, online courses, software tools, stories, and the ability to connect online into a well-organized website where beginning producers can quickly obtain the information, training, and connections they need. It will:

1. Help individuals and families exploring, beginning, establishing, and managing farms or ranches quickly and easily access the information and training they need.
2. Support BFRDP programs by facilitating sharing, collaboration, and communication and by providing programs better access to educational materials.
3. Help BFRDP projects better disseminate their educational materials so they can reach more beginning farmers and ranchers.
4. Enhance focus on outcomes by assisting BFRDP projects improve outcome-based reporting.

The Clearinghouse will offer multiple means to help beginning farmers and ranchers learn, including the ability; to find materials on topics of importance to them, to ask questions of other producers, to learn from online videos and courses, to find BFRDP programs in their geographic region, and to read stories about other beginning producers. They will be able to choose the method to find answers, ideas, and information that works best for them.

The project applicants represent a regional coalition joined across the Tennessee and Virginia border in a region called the “Heart of Appalachia”. Our coalition represents a 20-year track record of building the local food economy from farm to fork, across all economic classes, across all ages. Through the Beginning Farmer and Rancher Development Program we seek to holistically improve start-up opportunities for a diversity of beginning farmers and ranchers to establish and sustain viable agricultural operations and communities. Developing beginning farmers will simultaneously address workforce development, nutrition, natural resource conservation, and economic development, in a region where one in 5 citizens lives at or below the federal poverty line. In response to feedback from beginning farmers served by our organizations, our four objectives are to:

1. Enhance the regional coalition and coordination of services for beginning farmers;
2. Implement local and regional educational trainings with a focus on whole farm planning and preparing beginning farmers for specific local marketing opportunities;
3. Establish a mentorship network of trained mentor farmers to provide educational and on-the-job opportunities to beginning farmers; and
4. Foster a network of sustainable peer-to-peer support for beginning farmers through Learning Circles.

While available to all beginning farmer learners, each objective gives special consideration to the needs of socially disadvantaged, limited resource, military veteran, prisoners re-entering the workforce, and young farmers. These groups are key stakeholders for outreach as identified by the coalition's’ partners.

The project will be implemented in the following counties:
TN:  Carter(SF), Greene (SF), Hancock (SF), Hawkins, Johnson (SF), Sullivan, Washington, and Unicoi (SF)
VA:  Lee (SF), Russell (SF), Scott (SF), Smyth (SF), Tazewell (SF), Washington (SF), Wise (S)F, and Wythe (SF)
SF - Indicates StrikeForce Counties

Organic seed production represents a lucrative and growing specialty agricultural market. The specialized skill set required to produce high-quality organic seed serves as a barrier to entry into this market. This project is training beginning farmers in organic seed production through seed intensive workshops and written manuals, and by creating internship opportunities on established organic seed operations. The primary objectives of the project are to increase the number of beginning farmers growing organic seed
and improve practices to increase profitability, decrease financial risk, and improve conservation practices. The target audience is beginning farmers interested in diversifying their existing vegetable and grain operations, new farmers entering into farming interested in producing organic seed, farm interns, and agricultural students planning to enter the field of farming or work on existing farming operations. This project also targets Latino farmers. Project activities include delivering 60 scholarships for beginning Latino and non-Latino farmers, and 20 conference travel stipends for Latino/Hispanic farmers to attend the Organic Seed Growers Conference and Organicology Conference; simultaneous Spanish translator at conference intensives and workshops; post-event Spanish translations of intensives and workshops; support structured seed internships on seed farms through curriculum and facilitated internship placement, Spanish translation of seed production guides, and delivery of 6 monthly webinars on seed production. The long-term goals of this project are to a) increase the number of beginning farmers who grow organic seed, and to b) improve beginning seed producers’ practices to increase their profitability, decrease their financial risk, and improve their conservation practices. 

The project, “Dairy Grazing Apprenticeship: A National Program for Training New Dairy Farmers,” is a renewal Standard Grant that will build on work previously supported by USDA-NIFA’s Beginning Farmers and Rancher Development Program through a 2010 Development Grant “GrassWorks Apprenticeship Program: A Pilot Project for Training Beginning Farmers” and a 2011 Standard Grant “GrassWorks Apprenticeship Program: Career Paths for Beginning Farmers.” The current project will establish Dairy Grazing Apprenticeship (DGA) as a national program directly under the United States Department of Labor-Office of Apprenticeship, strengthen DGA in Wisconsin by providing additional services to participants, and support the development of DGA in Missouri as a template for state-by-state expansion.

The target audience for this project consists of current dairy farmers seeking to transition out of farming or grow their operation by investing in the next generation and aspiring dairy farmers who are seeking a pathway to independent farm ownership. Among aspiring dairy farmers are young people, students, women, veterans, hired hands, herdsmen, farm managers, and farm workers. Barriers for aspiring dairy farmers include a lack of a) skills and experience in sustainable methods; b) opportunity to farm full-time, as dairy production requires, while learning; c) training in financial management and business planning; d) familiarity with agricultural infrastructure; and e) access to capital, land, and cattle.

The first formal Apprenticeship for farming in the nation, DGA directly addresses barriers to commodity-scale dairy farming by combining on-farm employment and training with paid related instruction and providing support for aspiring farmers to transition into independent dairy farm ownership. DGA is a comprehensive program that places particular emphasis on the following priority topics: Basic livestock practices and crop [pasture] farming practices; Innovative farm land transfers strategies; Entrepreneurship and business training; Financial risk management training; Natural resource management training; Curriculum development; and Mentoring, apprenticeship, and internships.    

For the past 25 years, the Sustainable Farming Association (SFA) has helped to develop beginning farmers. During that time, SFA has learned a great deal about what makes for success in beginning farming operations. As we review the past 25 years of work in new farmer development, we see 2 closely connected disturbing trends in agriculture today: 1) many beginning farmers lack the support, skills and savvy to successfully launch and sustain farm businesses for more than 5 years; and 2) as a result, there is a constant cycle of new farmers entering the market but never realizing their full potential. This trend is leading to
fragmented rural communities and over-worked and underpaid farmers who rarely overcome the mechanical solidarity issues and have a successful rural life.

"Deep Roots: Thoughtful, Comprehensive, Community-Based Beginning Farmer Training" takes a proven beginning farmer training model, increases its appeal and functionality by adding an online component and places beginning farmer training in the context of a 25 year old Farmer-to-Farmer Network.

Deep Roots is designed for individuals who want to work in sustainable farming as independent producers. Typically, sustainable agriculture programs attract nontraditional audiences including women, older students, underrepresented minorities and new American populations. These programs are also suitable for individuals with a conventional farming background who want to transition toward sustainability as well as for individuals who want to farm but have no family background or directexperience in the field.

The aim of this project is to respond to a great need and opportunity to address the urgent problem in the U.S. agricultural system, specifically, that of ageing population of farmers and ranchers. The long term goal of this project is to recruit and enhance the sustainability of new and beginning farmers and ranchers in Texas by helping them develop successful farm and
ranch operations through the use of "A Model Farm Concept". These goals will be accomplished through the following objectives:

(1) Establish model farms at the university research farm and in targeted counties to serve as training sites

(2)Provide scale-appropriate instructional and experiential training and production, business management and marketing

(3)Develop effective partnerships between BFRs and USDA, State agencies, Community Based Organizations (CBOs) and other successful farmers to create mentoring opportunities and facilitate information sharing on programs and services available to them

(4) Develop a BFR database to facilitate targeted information dissemination and outreach. This project is a joint effort between the Agricultural and Natural Resource (AGNR) unit of our Cooperative Extension Program (CEP) and two prominent Community Based Organizations (CBOs) working closely together. Finally, overall the project will engage approximately 7,000
limited resource farmers in the counties that we serve here in Texas. This will attract 300 new start-up and 800 plus new and beginning farmers will benefited.

The Navajo Nation sits in the heart of the Four Corners area of the Colorado Plateau covering the corners of Arizona, New Mexico and Utah. The land is a mixture of alpine forests with high plateaus, mesas, mountains and arid deserts with an estimated land base of 27,673 square miles. The socio-economic conditions are emphasized by limited employment opportunities; 40.1% of families live well below the poverty level; and the diagnosis of diabetes correlates with the demise of their traditional values. These factors indicate a need for agricultural programs to revitalize a way of life of self-sufficiency, resourcefulness, prosperity, and cultural identity. Agriculture and livestock ownership are timeless symbols of the Dine’ philosophy.

The proposed project will help establish the foundation to sustainably support agricultural programs and activities by concentrating efforts in two regional agricultural hubs, Tsaile-Wheatfields Dineh Water User in central Navajo Nation and Tolani Lake Enterprise in western Navajo Nation. The proposed project will: train 60 beginning farmers to produce a harvest that will be sold to local and alternative markets; increase the capacity of collaborative organizations staff to receive the necessary skills to support farmers within their communities; and over three years, develop and implement a four-tiered training module in the following areas: business planning, farm planning, food safety planning, and farm management.

“Developing the next generation farmers and food security within the Navajo Nation food desert” project provides education through the management, planning, and conservation of natural resources for the inheritance of future generations.

The viability of new farm enterprises are especially tenable. A report by the USDA ERS notes that the businesses of new and beginning farmers have lower survival rates than more established operators. Direct markets offer new and beginning farmers unique and expanding opportunities to begin and to sustain successful farm businesses. National marketing research shows that consumer distrust in “big food” companies and institutions, increased awareness of the social and environmental impacts of the food system, and the increased prevalence of food-related health issues are changing the U.S. food landscape. Consumers believe their choices matter; they are looking for food that is authentic, transparent, and that connects them closely to the sources. Local food has increasingly come to represent transparency and trust in the minds of consumers, and more people want to spend their food dollars with local farmers.

The long-term goal of this project is to enhance the viability of new and beginning farmers in Western North Carolina (WNC) by providing them with knowledge, skills, and resources needed to start and/or grow successful farm operations focused on direct market opportunities. In WNC, expanding markets for local food provide significant opportunities for new and beginning farmers. In order to survive beyond start-up, farms must have effective marketing and appropriate production to build customer bases. In local food markets, where the public is looking for transparency, authenticity, and meaningful connections, direct sales offer unique opportunities. The activities of this project will build the direct marketing success of new and beginning farmers and enable them to implement marketing and production strategies that build farm visibility, demand for their products, and the long-term viability of their farm business. In keeping with BFRDP priorities, training and assistance topics will cover diversification and marketing strategies, entrepreneurship and business training, and financial and risk management training.

The long-term goal of Empowering New Forest Owners in the Northwest is to promote innovative markets and forest management strategies that improve the health of forest ecosystems while increasing economic prosperity and resilience for new forestland owners in the Pacific Northwest. More than a century of managing industrial tree plantations for single species, even-aged timber has altered the forest landscape of western Washington and Oregon. As companies divest their timber holdings closest to the metropolitan regions, much of this forestland has been purchased by new owners. There is a misconception that leaving these heavily altered forests alone is the best way to restore them. Instead, these forests need active management to restore ecological health and sustain rural economies.

The Northwest Natural Resource Group and partners believe that targeted workshops, individual landowner site visits, and improved market opportunities will increase the sustainability of new forest owners. Ecologically-based forest management and local markets are central to this project. This production method increases resilience through longer harvest rotations, species diversity, and structural diversity. And markets that recognize these benefits provide landowners with incentives to steward their land.

Three supporting objectives drive project activities:

1. Train beginning landowners in forest and financial management techniques,
2. Enable landowners to undertake initial management actions through site visits and cost-share enrollment, and
3. Develop economic opportunities and durable local markets that enable sustained stewardship.

The ultimate outcome will be new forest owners who are empowered to actively and sustainably manage for long-term forest health and resilience.

As interest in new farmer training continues to grow across the country, and more new farmer training projects launch every year, it is imperative that we better understand how to design the most effective and successful new farmer training programs, as well as demonstrate the impacts federal investment have on growing the next generation of farmers. 

Since the Beginning Farmer and Rancher Development Program (BFRDP) was first created in 2008, over $100 million has been invested to support over 200 new farmer training projects impacting farmers in every state across the country.  And while each project is required to track and report outcomes and impacts, to date, no national-level analysis has ever been completed of BFRDP as a whole.  Our project seeks to conduct the first ever comprehensive evaluation of BFRDP funded projects by analyzing qualitative and quantitative data from project reports, conducting additional evaluation activities as needed, and assessing the long-term impacts of completed projects for which data has not yet been collected.  With this project, we seek to better understand both the short and long-term outcomes and impacts of BFRDP as a whole, and to better understand the factors that lead to more successful new farmer training projects.

The overall goal of the proposed Farm Management Educational Program (FMEP) is to recruit, train and equip 300 new, beginning farmers and ranchers (BFRs) with the tools and resources necessary to generate and implement a feasible farm plan, becoming sustainable in vegetable and meat goat production. The objectives are to provide educational training and hands-on demonstration in basic crop and livestock production; financial management and risks mitigation; market diversification and risks mitigation; food safety and biosecurity; and programs and services of the current farm bill. 

In year one, 300 participants will learn the fundamentals of farming. In year two, approximately 50% of the participants from year 1 will develop farm plans for their prospective enterprises. In year three, participants with developed plans will have an opportunity to implement them, utilizing accessible resources. The outputs for this project include farm management tools necessary for viability. The outcomes will enhance the capacity of new farmers and ranchers to implement a realistic farm plan, market a quality product, explore the many beneficial opportunities in the farm bill, and have a more productive workforce.

Non-Governmental Organizations (NGOs) include: Alliance of Sustainable Farms, Mid-South Progressive Agriculture Group, Mileston Cooperative Association, Mississippi Meat Goat Producers Cooperative, and National Center for Appropriate Technology. Twenty-five percent (25%) of total federal funds requested will be allocated to these NGOs.  100% of the budget will be allocated to assisting new, beginning farmers and ranchers (including retired and disabled military veterans); socially-disadvantage producers who are African-American and women.

The proposed project will utilize the business incubator model for agricultural production and marketing demonstrations targeting new and beginning farmers. The incubator will be an intensive, hands-on approach working with a small group of new and beginning farmers to establish core business plans and practices that will enable them to facilitate successful Farm to School business ventures. Holmes County Food Hub will provide the technical training and support in enterprise production, marketing and business development in coordination with various resource providers including local extension and USDA agencies. This training and assistance in market development, value-added production and distribution will enable participants to obtain "real-word, hands-on experiences.

The Farm to School Academy Demonstration/Training Site will be also used to demonstrate and evaluate various alternative enterprises, production management practices and markets development models. A five to twenty acre production site will be established to demonstrate select economically viable and sustainable crop enterprises for the Farm to School market. Workshops and field days will be conducted to demonstrate the viability of viability of Farm to School market opportunities. On-site enterprise production and market demonstrations will be complemented with business management seminars and market demonstrations will be complemented with business management seminars and workshops related to those enterprises and markets. The training activities are designed to enhance capacity in agricultural entrepreneurship.

1. Project Title: Farmer Education and Enterprise Development (FEED) Project

2. Project Director(s): Chris Brown and Nathan Harkleroad of ALBA

3. Project Description: The FEED goal is to educate and train 150 beginning and socially disadvantaged (BSD) farmers to plan, launch, and/or sustainably establish independent organic farm businesses. FEED will serve low-income Latinos in the Salinas Valley – many of whom are immigrant farm workers - helping them achieve the dream of farm ownership and economic independence.

Though an ambitious goal, ALBA is uniquely positioned to achieve it due to our 110 acres of organic land, a well-qualified team and an intensive, experiential, multi-year farmer development program. Furthermore, ALBA will tap four longstanding partner organizations to expand and extend services to farmers even after they transition off ALBA’s land. FEED’s objectives focus on all stages of BSD farmer development from start-up through farm incubation and transition fromALBA land and finally to maturation.

Obj. 1: Farmers receive intensive education and TA to prepare for and launch farm businesses.
Obj. 2: Farms strengthened through intensive production and business development services.
Obj. 3: Farms receive transition and business consulting services to firmly establish independent farm businesses off of ALBA ground. In addition, outreach, information and assistance will be provided to an additional 300+ regional BSD farmers.

The FEED consortium provides a comprehensive farmer development program leveraging the agricultural skills of BSD farmers to capitalize on growing markets for locally-produced, organic food in the San Francisco Bay Area. FEED combines affordable access to resources, intensive production and business assistance and linkages to loans and key business services needed to establish a farm business.

4. Collaborating Organizations:
a. California FarmLink
b. Carlson Food Safety Consulting
c. Community Alliance with Family Farmers
d. Kitchen Table Advisors

The Greening of Detroit (The Greening) and Detroit Black Community Food Security Network (DBCFSN) collaborated on the Farming Detroit project. This program is aimed at increasing the number of limited-resource beginning farmers with access to training, education, and mentoring opportunities, in order to address the specific needs of urban growers and ultimately to increase the number of farmers within Detroit.

The project serves limited-resource beginning farmers that are socially disadvantaged, often facing multiple barriers to developing economic self-sustainability. This program provides apprentices an opportunity to develop skills and networks necessary for them to plan and develop the next steps required to further the success of their start-up farming operations. The program also formalizes a partnership between The Greening and DBCFSN that improves and standardizes training curriculum, while capitalizing on each partner's strengths and ability to expose participants to additional resources such as shared farm sites, teachers, and equipment. By leveraging the capacity of this partnership, the project maximizes the use of expertise and best practices learned by each organization in previous years, provides for more efficient use of financial, human and material resources, and allows for greater efficiency of administrative staff costs.

Feed Rhode Island: Growing Sustainable Farms seeks to increase the number and success of limited resource and socially disadvantaged beginning farmers in the state. Southside Community Land Trust (SCLT) will accomplish this goal by leading an experienced team to undertake four objectives: provide training and technical assistance, manage multiple incubator sites, offer on-farm apprentice training, and facilitate a land transfer working group. Partners include RI Department of Environmental Management, Brown University, RI Land Trust Council, Nature Conservancy RI Chapter, Northeast Organic Farming Association, Northern Rhode Island Conservation District, Young Farmers Network, and University of Rhode Island.

Through this program, the organization leverages the experience and relationships of program partners into meaningful outcomes that would otherwise take years to achieve. Technical assistance and training for urban and rural farmers will launch them onto their own farms. It will move urban farmers onto larger plots of land. It will lead to new behaviors that increase production and strengthen co-operative marketing while improving sales and boosting Rhode Island's economy. Support for an expanded apprentice program will increase the number of people who are prepared to begin their own farm businesses. Effective management of incubator space, combined with execution of a broadly supported land transfer strategy will create many new independent farms in a state where land values are astronomically high. Feed Rhode Island: Growing Sustainable Farms will help SCLT create significant change quickly in Rhode Island. 

Our goal is to support Beginning Farmers with the foundational production skills, business knowledge, and confidence they need to build farm enterprises that respond to the ever-growing metropolitan demand for sustainably grown, source-identified produce. With 550 acres of protected farmland available for incubation and long-term leasing, UESF envisions a cooperative future where dozens of small producers benefit from shared access to tools, labor, distribution, collective purchasing, product aggregation, and other cost efficiencies.

• Deliver education, training and technical assitance through veteran-to-veteran learning.
• Provide techical assistance to farmer veterans in the development of business plans.
• Administer and promote the Homegrown by Heroes (HBH) label nationally.
• Create and maintain opportunities for peer-to-peer learning and mentoring. 

This proposal emphasizes the priority topic areas of: basic crop farming practices, entrepreneurship and business training, financial and risk management training, diversification and marketing strategies, curriculum development, resources, vocational training for veterans, farm safety and awareness, and in the other subject areas: advanced training for soils and irrigation, hoop house operation, and food safety. Our target audience includes Native American tribes in Arizona and New Mexico, Limited Resource Producers, Youth, Veterans, and other beginning farmer participants. This renewal grant is based on successful partnerships with University of Arizona Cooperative Extension and tribal agents, and NGO/CBO partners who were identified during the current grant. About 40 percent of the budget will be allocated to the NGOs/CBOs.

Lessons learned and feedback from participants of our current grant indicated a need for more in-depth science-based curriculum to address soil and water salinity, farming as a business first, conducting market surveys, economics of equipment selection, working towards organic certification, tax information and strategies, irrigation, zoning and regulations for farmers, farm worker and food safety, non-chemical pest and disease control methods, selecting companion crops for different seasons, and related topics. This Standard BFRDP proposal focuses on empowering beginning and limited resource producers to learn these skills through ongoing hands-on demonstration, instruction, and curriculum proposed over the three years. The third year of our proposed education emphasizes individual mentoring to better enable participants to adopt production processes learned and business plans proposed. We are building on a successful foundation of having engaged over 373 participants in the current grant cycle and are incorporating the lessons learned to improve the effectiveness of participants adopting the skills and knowledge gained through the program. We will deliver relevant information to limited resource audiences that  include Southwest Native Americans, CBO's/NGO's, and military veterans with the goal of having participants complete a production and/or business plan for a specialty crop small farm enterprise. 

The average age of a farmer in the US is roughly 58 years old and increasing.  New entry farmers face persistent challenges, including access to affordable land, working capital, agricultural training and business mentoring.  In recent years, US agriculture has witnessed as much as a 20% decrease in the number of new farmers who have been on their operation less than ten years.  So, not only are principal farm operators getting older, fewer new farms are making a go of it.  This project is designed to address these problems by helping new entry farmers (year 0-1) and growth stage farmers (years 2-5) in NY's Hudson Valley build sustainable profitable businesses, allowing them to bring or keep farmland in production.   The Hudson Valley Farm Business Incubator helps new and growth-stage agricultural entrepreneurs with business and financial planning, farm mentorship, market connections, training in technical skills and leadership, and support in accessing farmland. By year three, we anticipate launching or helping to grow up to ten new and beginning farm businesses, with another 350 farmers benefitting from workshops, tools and resources developed through the project.   

With this project, Renewing the Countryside will complete a comprehensive, multi-year
project that addresses farmland access challenges facing beginning farmers in Minnesota,
Wisconsin and Iowa. We and our 16 partners will develop an integrated process that assists new,
resource-limited farmers in accessing farmland that is a good match for their operation and offers
secure terms. Our collaboration will:

• Offer 220 beginning farmers farmland access literacy training
• Convene 80 farmers to attend in-depth bootcamps to become better prepared for pursuing their
  land access goals
• Connect 400 beginning farmers and 200 people who work with farmers to resources,
• Launch a Farmland Access Hub that provides in-depth support to at least 36 beginning farmers
• Conduct a media campaign that reaches 40,000 people
• Hold a Farmland Access Summit, with at least 100 stakeholders attending.

Our long-term goal is: 75 percent of beginning farmers (27 of 36) served by the Navigators will
have secure land tenure (long-term lease or ownership) by 2022 and the Farmland Access Hub will
secure long-term funding in order to continue to provide new farmers land access services.

In the next two decades, more than two-thirds of privately held U.S. farmland will change hands, creating great potential opportunity for beginning farmers. Many of these are first-generation farmers from non-farm backgrounds, who need support to determine how land tenure decisions will impact the financial health of their farm businesses. Although there are a number of financial planning tools available, none are specifically focused on financial decision-making for land access.

The overarching goal for this BFRDP Standard Project is to enable beginning farmers and ranchers across the country to make informed financial decisions during the process of accessing land so that they will have a solid framework on which to build strong, sustainable farm businesses.

This project will allow farmers throughout the country to navigate land access options--including long-term leases, land trust partnerships, mission-driven farmland investor opportunities, and traditional farm loans. The project would create an interactive Land Affordability Calculator Tool (both online and print workbook versions), and include a series of 10 webinars and 8 in-person trainings. The project resources will reach thousands of beginning farmers through our extensive email, social media and partner networks. We will measure the success of the project by demonstrating improved financial literacy of project participants. Additional project partners include Fathom Information Design, Equity Trust, CA FarmLink, Dirt Capital Partners, the Carrot Project, Land for Good, Local Farms Fund, RSF Social Finance, Farm Credit East, the Farm Credit Council, as well as individual farmers, and others.

Sustainable Farms for Urban Markets' (SFUM) mission is to enhance food security and community development by providing beginning farmers and their families with the education and resources needed to make informed decisions to enhance their farming success and sustainability. The program seeks to build economic prosperity of farm businesses for New Americans, Immigrants and Refugee farmers in the greater Minneapolis/Saint Paul metropolitan area, by achieving the following goals: Goal 1: Increase the number of immigrant and refugee beginning farmers in the greater Minneapolis-Saint Paul metropolitan area by engaging Southeast Asian farmers in culturally relevant farm educational opportunities; Goal 2. Enhance the long-term sustainability and success of Southeast Asian immigrant and refugee beginning farmers by building a community of farmer entrepreneurs; Goal 3. Improve the ability of Southeast Asian immigrant and refugee beginning farmers to provide for the food needs of the community by linking farmers with additional markets and resources for their farm businesses.

This project innovates beginning producer education through collaboration between the Colorado Office of Tourism, the Rocky Mountain Farmer's Union, Guidestone Colorado and three regional food hubs in remote and under-served southern Colorado. Colorado's tourism and agriculture leaders understand that successful agritourism enterprises and viable farms are intertwined-and through this project will develop a coordinated education and mentorship program that addresses emerging market opportunities and identified training needs for beginning producers. By including food hubs, this project builds linkages between producers and consumers that will strengthen food hubs and the very markets we are preparing producers to enter.

The goals of this project are to 1) improve the chances of success of new farmers and 2) enhance existing operations of beginning producers by a) challenging them to create a realistic vision, skills/needs assessment, and plan for next steps for their operation; b) preparing them to enter two promising emerging markets: agritourism and wholesale markets via food hubs; c) strengthening CHAMP, Colorado's agritourism mentorship program; d) strengthening ongoing coaching; d) developing a lasting support network; and d) increasing the viability of existing food hubs. The project entails four main integrated activities: 1) Farm Vision Courses, 2) Follow-up Coaching, 3) Scaling-up Workshops, and an 4) Agritourism Mentorship Program.